►
Description
Overview and Scrutiny Management Board
Tuesday, 25th July, 2017 6.00 pm
Distribution:
Councillors: Geoff Gollop (Chair), Charlie Bolton, Tom Brook, Jude English, Gill Kirk, Brenda Massey,
Graham Morris, Anthony Negus, Anna Keen, Donald Alexander and Mhairi Threlfall
Papers: https://democracy.bristol.gov.uk/ieListDocuments.aspx?CId=165&MId=2749
0:00:01 - Agenda Item 01 - Welcome, Introductions and Safety Information
0:00:08 - Agenda Item 02 - Apologies for absence
0:00:49 - Agenda Item 03 - Declarations of Interest
0:00:52 - Agenda Item 04 - Minutes of the previous meeting
0:01:25 - Agenda Item 05 - Chair's Business
0:01:27 - Agenda Item 06 - Public Forum
0:01:36 - Agenda Item 07 - Medium Term Financial Plan
0:54:59 - Agenda Item 08 - Scrutiny Work Programme 17-18
2:45:18 - Agenda Item 09 - Your Neighbourhood Consultation
3:31:39 - Agenda Item 10 - Mayor's Forward Plan
A
B
Yes,
to
confirm:
we've
got
our
apologies
from
councillor
dude
English
encounter
councillor,
Martin
Fodor
is
substituting
councillor,
Kirk
is
leaving
at
7:30
and
is
to
be
substituted
by
councillor,
Bradley
and
council.
Jungle.
Andrus
is
substituting
for
councillor
Morris,
sorry,
Dilys
and
apologies
from
councillor
Chino
and.
A
B
Apologies
to
the
Commission
we
do
to
school
appeals.
We
have
been
struggling
slightly
with
the
capacity
of
democratic
services
in
scrutiny.
That's
because
we've
had
school
appeals
as
well,
so
I
do
apologize,
but,
however,
the
school
appeal
bulk
finishes
at
the
beginning
of
next
week,
so
we
will
issue
those
minutes
as
soon
as
possible.
I
do
apologise
for
that
and
take
responsibility
for
that.
A
C
C
This
approach
has
actually
reviewed
that
in
detail
looked
at
the
evidence
in
terms
of
the
out
turn
for
the
financial
position,
but
it's
also
looked
at
the
data
in
terms
of
actual
funding,
but
also
some
of
the
change
is
a
movement
that
we'd
noticed
between
February
and
current
period.
It
also
then
looks
at
some
of
the
economic
trends
that
are
happening
nationally
locally
and
some
of
the
risk
and
opportunities
to
which
were
exposed.
C
The
gap
in
it
does
it
currently
stands
is
based
on
the
details
that
we
know
you
have
a
selection
within
the
report
that
tries
to
captures
risk
opportunities
and
threats
and
I
think
to
just
give
absolute
clarity.
Those
areas
are
not
as
yet
assumes
within
the
gap,
so
it
indicates
that
actually,
this
on
certain
climate
continues,
and
there
are
a
number
of
factors
that
we
still
will
need
to
think
about
when
we
are
thinking
about
setting
our
budgets,
but
also
planning
for
the
level
of
reserves
that
we
need
to
have
in
place.
C
In
order
to
ensure
that
we
are
resilient
and
then
in
the
final
section
of
the
report,
it
focuses
on
some
of
the
principles
that
were
Nabal
of
to
actually
guide
the
way
that
we
spend
money
much
more
prudently,
also
how
we
invest
in
terms
of
actually
achieving
a
mixed,
sustainable
portfolio
and
then,
finally,
the
type
of
principles
that
will
enable
us
to
make
some
efficiency
savings,
grow
our
income
and
actually
transform
some
of
our
our
our
services,
I.
Think
in
terms
of
an
overview,
I
think
I'll
probably
leave.
A
C
So,
if
we're
look
at
the
principles
that
are
factored
around
or
developed
around
how
we
spend
this
is
about
ensuring
that
we
actually
are
spending
prudently
and
an
example
would
be
ensuring
that
we're
spending
prudently
when
we're
setting
contracts
and
ensuring
that
we
have
flexibility
and
resilience
in
some
of
our
contractual
arrangements
would
be
an
example,
but
similarly
also
being
clear
that
we
will
be
seeking
to
ensure
that
we
maintain
a
balanced
position
each
year.
So
from
a
spend
perspective,
that's
around
just
ensuring
that
we
are
able
to
deliver
on
the
budget.
C
That's
been
set
when
we're
looking
at
the
investment
section.
It's
really
think
about
the
principles
that
we
apply
on
the
new
investment.
So
if
we
are
considering
new
propositions
for
investment,
we
are
looking
at
the
range
of
investment
options
and
the
areas
of
which
we
would
be
seeking
to
invest
as
a
priority
and
applying
that
to
some
of
our
actual
prioritization
metrics
for
our
capital
program.
C
And
then
again,
if
we
look
at
some
of
the
principles
by
which
we
save,
if
we
start
to
again
think
about
the
themes
and
doing
some
detail
work
around
each
of
those,
the
intensive
that
that
in
itself
will
actually
start
to
drive
some
efficiencies
by
actually
doing
things
differently.
But
looking
at
our
budgets
in
a
different
way.
But
exploring
all
of
the
opportunities
are
available
to
us
in
each
of
those
themes.
F
A
specific
question
says:
I
think
that
peppercorn
rents
and
reviewing
peppercorn
rents.
Does
that
mean
anybody
on
a
peppercorn
rent
had
better
watch
out
going
forwards
and
now
something
else
about
startup
grounds
going
into
start-up
loans.
I
think
it
was
a.
We
got
an
idea
what
the
volume
of
startup
groans
we
give
or
any
more
details
on
those
things.
C
C
A
lot
of
these
are
settings
too,
and
what
it
basically
does
is
it
was
flexibility
to
actually
have
a
look
at
that
actually
have
a
look
at
how
we
obtain
a
level
playing
field,
be
clear
that
if
there
is
a
need
for
subsidies
to
be
given
or
peppercorn
rents
that
such
as
be
given
that
they
are
done
so
in
a
transparent
way
and
that
actually
those
decisions
are
made
by
thee
by
the
executive
and
full
council
as
part
of
the
budget
setting
process.
So
what
it
tends
to
do
is
try
to
give
options.
C
A
G
G
C
Yes,
this
is
basically
trying
to
bring
to
light,
but
that's
quite
often
is
the
position
of
which
we
find
ourselves
in
quite
frequently
when
we
are
setting
our
capital
program
and
and
our
revenue
budget,
the
two
don't
always
align.
So
we
will
invest
in
an
asset
and
not
not
fully
look
at
the
lifecycle,
and
if
we
take
for
an
example,
a
school
building,
we
may
not
affect
it
in
the
fact
that
frequent
equations
within
the
lifecycle
of
that
school,
we
are
going
to
need
to
repair
the
roof.
C
C
But
if
we
start
to
adopt
the
principle
and
aim
for
that
as
good
practice,
then
it
will
enable
us
to
be
really
clear
that
when
we
are
making
the
investment
decisions
were
making
those
fully
aware
of
the
fact
of
not
only
the
initial
investment
to
establish
the
asset.
But
what
it's
actually
going
to
cost
us
in
the
long
term
to
maintain
and
continue
to
run
the
asset,
so
it
sort
of
snows.
Actually,
let's
try
wherever
possible,
to
look
at
the
two
in
tandem.
C
There
are
areas
where
we
possibly
need
to
build
those
models,
because
they're
not
implies
particularly
around
infrastructure
highways,
bridges,
schools
etc.
But
there
are
models
that
are
available.
A
number
of
other
areas
use
them.
Pfi
contracts,
use
them
so
I
see
if
we
can
start
to
adopt
some
of
those
principles,
we'll
get
a
better
better
indication
of
the
true
cost
and
we
build
the
two
budgets
in
tandem
yeah.
G
C
It
has,
it
has
been
it's
not
new,
but
actually
again
is
going
back
to
the
fact
that
it's
a
very
difficult
thing
to
achieve.
Many
authorities
aspire
to
do
that,
but
actually
don't
actually
fully
do
that
or
will
basically
pick
up
some
of
the
quick
annual
running
cost,
but
not
thinking
about
the
whole
life.
G
G
It
says
on
page
44
that
we'll
consider
social
value
and
sustainability
in
our
procurement
activity,
and
we
have
had
a
social
value
policy
for
some
time
now,
but
they're
all
so
precious
to
cut
the
cost
of
what
we
buy
and
to
push
down
the
cost.
So
there's
a
tension
there
in
my
mind.
How
will
we
resolve
that
and
does
this
plan
assist
us
in
doing
that?
Does
it
invest
in
the
skills
needed
to
take
better
account
of
social
value.
G
That's
really
helpful,
and
just
it
just
occurs
to
me
that
I
certainly
haven't
seen
anything
about
the
progress
that's
been
made,
but
it
sounds
helpful.
So
hopefully
that
should
be
made
available
in
terms
of
how
we
do
it,
but
I
think
the
biggest
sort
of
risk
might
be
that
some
of
the
savings
and
some
of
the
benefits
would
accrue
to
a
different
budget
holder.
So
how
do
we
allocate
the
budget
of
a
budget
holder
who
gets
additional
benefits?
I
mean
when
the
spending
is
coming
out
from
someone
else's
procurement
activity.
C
So
if
you
think
have
the
resourcing
principles
as
they're
outlined,
none
of
them
at
this
stage
are
aligned
to
any
functional
area,
and
that
is
intentional
because
it
recognizes
that
you
need
to
actually
have
old
systems
approach
and
category
management
approach.
Looking
at
themes
of
spend
rather
than
functions
so
in
taking
these
forward,
we
need
to
actually
look
across
the
area.
C
What
this
process
gives
us
a
sufficient
time
between
now
and
actually
when
we
were
due
to
go
out
to
consultation
in
October
to
do
the
detailed
analysis
working
across
systems
then
do
the
evidence
base
and
actually
come
back
to
each
of
the
functional
areas.
To
say
this
is
the
detail
that
flows
from
their
data
analysis
and
confirm
with
all
of
those
budget
holders.
What's
what
would
sit
within
each
of
the
respective
areas?
C
So
there's
a
lot
of
detail
to
work
through,
but
if
we
take
a
functional
area,
then
we
then
it
then
leads
us
to
a
silo
approach
and
then
also
unintended
consequences.
The
view
is
that
each
of
these
themes
will
work
across
all
of
the
functional
areas
and
it
gives
us
time
to
do
the
analysis.
Take
stock
start
to
then
actually
have
a
look
at
the
impact
before
anything
is
then
actually
even
rolled
out
to
consultation
and
before
it's
even
then
factored
into
the
budget
process.
A
Martin
I
think
resources
looked
at
social
value,
some
states
in
the
course
of
last
year,
following
on
from
that
that
inquiry
day
so
so
I'm
wondering
Andrea.
Can
we
can
we
get
Mars
in
a
an
extract
of
that?
That
notes
all
the
report,
because
yes,
but
it
was
followed
up
so
there
was
something
and
I
think
there's
work
program
or
there
was
planned
for
there
to
be
in
the
work
program
and
there
is
in
the
scoping
documents
for
for
work
for
the
year
ahead.
E
Commissioning
working
groups
coping
and
meeting
and
it's
obviously
when
resources
discussed
it-
it
only
been
in
place
for
six
months,
so
we
didn't
have
a
full
wealth
of
the
data.
Now
it's
been
in
place
for
over
a
year,
so
it's
a
good
time
to
have
another
look
and
check
is
working,
and
that
is
something
we
agreed
to
do.
A
H
Thank
you
very
much
thanks
sure,
I,
welcome
this
holistic
approach
and
it's
something
I
think
that
most
progressive
authorities
have
been
doing
for
a
long
time
and
trying
to
do
for
a
long
time
and
it
certainly
suites
up
with
what's
been
going
with
Bundrage
and
getting
a
better
grip
on
the
whole
flow
of
money
and
and
predictions
and
and
and
flying
forward.
The
thing
that
must
come
out
of
this
so
and
I
know
very
much
your
your
your
silo
response
and
I
thought
that
was
that
was
welcomed
as
well.
H
Is
that
surely
we
are
going
to
have
to
have
a
large
cast
of
of
extras
as
it
were,
outside
those
departments?
Looking
at
the
way
this
this
Beek
overview
money
is
to
is
to
be
taken
through
so
I
mean.
Aren't
we
creating
another
block
of
that
might
be
rather
impenetrable
in
in
seeing
how
these
how
these
financial
decisions
are
going
to
be
made
going
forward.
H
It's
yes,
it
is
partly
capacity.
I
mean
it
seems
to
me
that
we're
going
to
have
to
take
people
out
of
their
their
departments,
they're
silent,
if
you
sound
as
if
you,
if
you
want
to
call
it
that,
because
this
is
a
this-
is
a
fundamental
piece
of
work
to
the
to
the
future
of
the
City
Council.
This
has
got
to.
This
has
got
to
go
right
and
I.
H
Don't
see
that
we
at
the
moment
have
a
group
of
people
who
are
based
around
resources
and
forward
planning
and
all
the
rest,
it
would
surely
have
to
come
out
of
the
existing
departments.
Would
that
be
on
a
permanent
basis
or
would
be
I
mean
effectively
moving
the
red
line
of
the
silo
at
different
times
around
different
groups
of
people
to
to
make
sure
that
we've
got
a
comprehensive
overview.
C
So
again,
the
approach
still
needs
further
development,
but
if
I'll
just
sort
of
share
some
of
my
thinking
in
terms
of
the
approach
going
forward,
we
have
a
range
of
themes.
We
also
have
colleagues
that
are
currently
working
on
delivering
some
of
our
1718
pipeline
of
activity
and
skills
and
capacity
are
being
directed
in
supporting
some
key
areas
there.
We
also
have
to
ensure
that
it's
business
as
usual,
whatever
that
term
now
means
because
businesses
use
release
quite
often
transformation,
now
a
working
on
develop
in
those
areas.
C
What
what
am
anticipating
is
that
this
is
going
to
need
a
mix
of
some
of
our
internal
skills
where
there
are
capacities
and
specialism,
but
it
will
also
may
require
some
external
skills
as
well
to
actually
assist
in
taking
this
forward.
We're
also
hoping
that
we
will
get
support
from
across
across
the
board
in
terms
of
members
support
on
some
of
these
themes,
to
help
to
support,
to
shape
and
challenge
some
of
our
thinking
as
well.
C
It's
a
very
short
window
between
now
and
October
to
do
a
lot
of
the
detailed
analysis
and
then
take
that
forward.
Some
of
these
work
streams
are
a
longer
term
work
stream.
If
we
think
about
the
maximizing
the
asset.
The
key
area
that
we
need
to
start
to
explore
almost
immediately
is
the
asset
base
without
the
relevant
data.
Then,
actually,
you
know
what
we're
unable
to
move
forward.
That
in
itself
could
be
a
comprehensive
piece
of
work
if
we
utilizing
our
current
resource.
C
So
we
need
to
bring
in
some
additional
energy
to
our
property
team
to
help
to
actually
pull
together
that
comprehensive
asset
base
of
what
is
available
before
the
other
decisions
can
actually
start
to
be
explored
and
moved
forward.
So
what
we
have
proposed
him
to
do
is
you
know.
Subjects
of
this
being
endorsed
by
cabinet
is
that
we
then
starts
a
plan,
a
programmed
approach
to
delivering
on
these
packages.
We
call
them
work
packages
to
enable
decisions
to
be
made
and
options
to
be
formed
quite
soon
in
the
process
in
the
autumn.
H
H
Going
through
this
report,
it
seems
to
me
that
that
our
assets
were
seen
to
be
a
one-off
sale
type
resource.
I.
Think
what
we
have
in
this
in
the
city
with
with
some
clever
thinking,
is
something
that's
far
better
than
that
and
has
a
great
deal
more
potential
than
that.
I
can't
say:
I've
read
this
report
absolutely
from
top
to
bottom,
but
I
did
actually
look
into
the
significant
places
to
see
how
creative
we
were
going
to
be
and
I
think
there
are
some
shortfalls
there.
Oh
seems
this
is
a
first
off
report.
H
C
We
are
working
with
at
West
of
England
honor
on
the
infrastructure
pipeline
and
working
very
closely
with
them
in
terms
of
some
of
the
larger
scale,
infrastructure
projects
that
have
regional
benefit,
and
the
mayor
will
then
obviously
decide
on
how
much
wider
that
sort
of
engagement
needs
to
go
and
whether
or
not
it's
impacts
on
on
some
of
what
we
do.
We
talked
a
little
bit
in
the
report
about
markets
market
failure
in
some
areas,
such
as
social
care.
C
We
recognize
that
actually,
in
order
to
actually
turn
the
curve
and
tackle
some
of
those
really
big
issues
that
we
actually
need
to
look
much
wider
than
Bristol
City
Council.
We
need
to
work
closely
with
our
regional
partners,
and
those
are
discussions
that
are
already
taking
place
with
the
the
sort
of
groups
that
that
meet
around
adult
social
care.
Also
with
the
group
of
section
one,
five
one
officers
as
well
to
sort
of
start
to
think
about
how
we
could
work
together
on
some
of
those
bigger
wider
issues.
C
So
there
will
be
opportunities
from
a
range
of
perspectives
to
actually
work
closely
with
partners
without
it
being
prescribed
as
a
West
of
England
type
approach.
And
then,
in
terms
of
just
responding
regarding
the
assets.
We
tried
to
actually
keep
this
as
open
as
possible,
because
I
think
we're
kind
of
clear
that
there
are
a
range
of
possibilities
with
our
assets
and
they're.
Not
all
just
quick
wins
around
capital.
C
We
seize
disposal,
but
actually
an
opportunity
here
to
actually
really
make
our
assets
work
for
us
and
think
about
how
we
optimize
the
use
of
those
and
how
we
think
more
more
creatively
about
how
best
to
use
that
asset,
not
just
from
a
commercial
return,
the
potential
to
utilize
them
for
delivering
some
of
our
our
core
services.
So
we
ideally
want
to
basically
try
and
get
a
a
comprehensive
asset
base
to
then
work
collectively
with
you
know
and
provide
the
executive
with
some
options
where
we
can
then
start
to
think
up.
C
What
is
the
art
of
the
possible?
How
can
we
make
this
sustainable
hawkmoon?
That's
sort
of
reduced
a
number
of
idle
assets
that
we
have
and
actually
make
it
work
for
us,
but
also
being
clear
that
in
some
instances,
disposable
right
at
night
might
be
the
right
option,
but
from
an
officer
perspective,
our
role
is
to
provide
members
with
options
and
there's
many
of
them
as
they
possibly
can
and
then
allow
the
members
to
make
the
decision
on
what
is
the
best
way
forward.
I
Thanks
Jack
could
ask
a
question
on
borrowing.
It
says
here
that
our
debt
is
set
to
almost
double
growing,
from
five
hundred
and
thirty
five
million
pounds
to
nine
hundred
and
sixty
two
million
pounds
by
2022,
which
will
see
our
annual
interest
payments
more
than
doubled
from
10
million
pounds
a
year
to
22
million
pounds
a
year
now
on
debt
of
nearly
a
billion
22
million
pounds
of
interest
is
actually
just
over
two
percent
now.
Are
we
confident
that
interest
rates
are
going
to
be
at
2
percent
in
2022?
Are
we
fixing
the
rates.
C
C
So,
in
terms
of
our
current
capsul
program,
it's
based
on
the
information
that
we
have
now
we
haven't
we're,
assuming
that
the
rates
that
we
currently
have
afforded
to
us
in
terms
of
pwlp
will
be
available.
We
have
actually
taken
the
opportunity
to
borrow
in
advance
for
one
of
the
areas,
because
there
was
an
offer
for
a
reduced
rate
if
we
borrowed
in
advance
and
we've
taken
the
opportunity
to
do
that.
A
J
C
J
Obviously,
I
makes
it
a
really
important
document
and
we,
as
counselors,
have
got
to
be
able
to
stand
on
the
street
and
and
be
able
to
be
confident
that
this
is
a
really
good
representation
of
where
we're
at
as
an
organization
I'm
going
over.
Something
we've
already
discussed
a
little
bit
but
3:10
says
assets
held,
must
support
a
strategic
need
or
offer
a
net
financial
return
that
supports
financial
resilience
of
the
council.
We
will
invest
in
the
development
of
an
inventory
and
valuation
system
with
clear
accounting
standards.
We
this.
J
This
analysis
is
only
as
good
as
the
analysis
of
our
physical
assets
that
we
have,
which
is
where
a
lot
of
our
money
is
held
and
their
analysis
of
those
at
the
moment
is
very,
very
weak
and
so
we're
on
we're
on
quite
shaky
ground.
In
saying
that,
we
need
to
make
so
many
cuts,
because
we're
not
exactly
sure-
and
we
have
very
quickly
to
get
about
this
work
and
I
will
mention.
J
They
ask
their
existing
assets
and
trying
to
determine
whether
they're
making
a
profit
or
a
loss
or
nothing,
and
we
really
have
to
do
that
because
the
implications
that
the
cuts
are
massive
on
the
ground
for
people
and
we
can't
have
a
weak
analysis
of
our
financial
situation
that
merely
looks
at
money
coming
and
going,
but
doesn't
take
into
account
the
fact
that
we
hold
lots
of
other
forms
of
wealth
which
we
may
or
may
not
be
using
properly.
We
aren't
always
very
sure,
so
I
won't
be
repeating
that
point
in
cabinet
on
Thursday.
J
That's
very
much.
The
one
I
want
to
make-
and
it's
made
to
be
fair
in
this
document
already,
but
I
just
want
it
not
to
be
a
kind
of
addendum,
but
a
real
focus
and
Denise
has
already
said
that
it
will
be.
But
I
don't
want
that
to
be
forgotten
because
I
know
on
the
ground.
The
pain
that
this
this
is
causing
to
people.
A
Right
I'm
gonna,
try
and
bring
this
to
a
conclusion.
But
before
I
I'm
going
to
ask
I'm
gonna
ask
question:
I
gather
Joe
you've
got
a
question
to
ask
and
Martin
you
call
my
as
well
so
I'll,
then
try
and
wrap
up
if
I
can.
But
the
first
thing
I
wanted
to
make
is
a
comment.
Is
that
I
think
this
is
a
really
important
piece
of
work
and
I?
A
Think,
given
you
know,
you
talked
about
business
as
usual
and
given
that
that
you
and
your
team
have
been
trying
to
run
business
as
usual
and
produce,
this
is
a
remarkable
document.
So
I
think
it's
really
positive
and
it
shows
the
the
that
we
need
to
have
the
debates
about
the
wider
strategy
than
always
on
the
current
year's
budget.
So
I
think
that's
really
important.
A
I've
recognized
what
you've
said
Annie's
about
the
need
for
additional
support,
because
indeed,
if
we
as
a
council,
employed
all
the
experts
to
give
us
this
advice
at
the
moment
we
we'd
have
too
many
people.
So
it's
right
that
we
recruit
that,
but
I
I
have
raised
with
you
concerns
raised
with
me
about
the
development
capacity
fund
or
the
capacity
development
fund
like
remember,
which
way
round
it
is
and
I
understand.
That
is.
A
That
is
there
to
enable
us
to
bring
in
those
resources,
but
I'm,
I'm
I,
think
members
would
be
interested
in
knowing
how
much
is
available
to
bring
in
those
resources
and
what
scrutiny
there
is
of
that
process
as
well,
because,
clearly,
while
we
need
those
experts,
I
think
we
need
to
be
in
a
position
where
that
is
transparent
and
members
are
aware
of.
What's
going
on
so
can
you
just
assure
us
that
that
will
be
available
for
members
to
scrutinize.
D
C
If
I,
maybe
just
reflect
back
on
when
we
set
the
budget
in
1718,
and
we
agreed
as
part
of
that
process
that
we
would
earmark
a
fund
of
I
think
was
approximately
five
million
pounds
to
actually
deal
with
transformation
capacity
and
bring
in
skills
and
resources.
The
plan
is
to
utilize
that
some
of
that
fund
a
significant
portion
of
that
fund
to
help
to
deliver
this.
C
It
will
be
completely
transparent
in
terms
of
the
plan
being
developed
for
how
we
take
this
forward,
but
also
wanting
to
have
a
real
look
again
with
with
SLC
colleagues
and
then
also
with
exec
board
of
actually
what
the
plan
is
or
what
the
plan
is
to
actually
contain
it
within
existing
resources
and
what
additional
capacity
is
truly
required.
I
think
for
ourselves
in
looking
at
this,
the
scale
of
the
activities
currently
underway.
C
My
own
view
is
that
if
we
don't
bring
in
additional
resources,
this
won't
be
delivered
trying
to
do
this,
in
addition
to
just
recognizing
the
scale
of
what's
required,
and
if
we
look
at
just
one
area
of
the
work
stream,
just
the
maintaining
the
assets
looking
at
maximizing
the
asset
base,
the
scale
of
that
activity
alone
could
not
be
contained
within
our
current
property
function
and
I.
Think
it
ugly
I
don't
want
to
talk
for
colleagues,
but
I.
Think
if
you
know
they've
always
recognized
the
need
to
have
the
comprehensive
asset
database.
C
It's
not
through
an
unwillingness.
Some
of
this
is
through
capacity
to
do
and
what
we
need
to
do
is
to
actually
create
the
capacity
to.
If
we
are
serious
about
achieving
this
ambition,
then
we
actually
need
to
invest
in
in
delivering
some
of
this
and
my
own
views.
If
we
don't
that,
we
will
fail
if
we
want
to
do
it,
we
want
to
do
it
well,
we've
given
ourselves
the
time
to
it
into
in
order
to
do
that.
C
I'd
say
it's
a
very
short
term:
we've
got
between
now
and
October
so
that
when
we
go
out
to
consult,
we
go
out
with
something
that's
meaningful.
When
we
set
the
budget,
we
set
it
with
greater
certainty.
If
we
don't
build
in
the
time
and
capacity
now,
we
were
basically
doing
it,
based
on
our
best
guesstimate,
rather
than
evidence
base
and
actually
taking
this
through
into
eighteen.
C
Nineteen
still
trying
to
work
out
the
detail
that
sits
underneath
it
so
I'm,
hoping
it's
a
short-term
piece
of
work
and,
as
a
result,
it's
about
actually
beefing
up
the
capacity.
But
it's
got
to
be
the
right
capacity
and
with
the
right
skills.
That
brings
the
expertise
that
we
don't
have
I
mean
we
generally
try
to
work
on
the
basis
that
we
try
to
do
80%
ourselves,
bring
in
20%
of
the
things
that
we
just
don't
know.
But
in
the
occasion
that
we
are
now,
we
recognize
how
stretched
our
resources
are.
C
C
A
You
for
that
assurance
and
he's
not
not
for
your
you
to
comment
but
I'm,
just
two
other
members
are
hearing
Denis
leaking,
then
I
think
there's
a
factor.
We
may
need
to
consider
and
add
to
our
work
program,
which
is
that
if
we
cannot
retain
the
staff,
we
need
internally
to
do
the
work,
then
that
pressure
for
added
for
external
procurement
is
going
to
be
even
greater,
and
that
may
be
something
that
we
need
to
engage
with
officers
in
the
discussion
in
the
relatively
near
future:
yeah
Anthony
I've.
It's
on
this
specific
topic,
yep.
D
H
A
very
quick
comment:
I'm,
probably
the
only
person
in
the
room
that
saw
that
asset
database
in
2012
and
it
was
very
comprehensive.
Then
it
covered
a
12
12
point
font.
It
would
have
covered
between
those
two
doors
and
the
CV
I
know
that,
because
it
was
actually
stuck
on
one
of
the
cabinet
members
walls
and
we
regularly
used
to
go
through
it
with
chairs
and
one
stage,
even
a
ladder,
so
it
does
exist.
It
has
existed
for
five
years.
K
It's
sort
of
expanding
on
what
you've
already
said,
Jeff,
but
one
of
the
things
I'm
quite
concerned
about
is
the
issue
around
there's
a
lot
of
talk
about
assets,
but
there's
not
really
an
awful
lot
to
talk
about
human
assets.
The
people
that
currently
are
in
the
organization
as
we're
looking
to
shed
as
many
as
sorry
a
thousand
full-time,
equivalent
staff.
K
That
type
of
thing,
and
what
worries
me
is
it's
not
them
I'm
not
saying
the
best
people
will
go,
but
potentially
there
are
people
out
there
that
will
be
looking
and
thinking
what
other
opportunities
are
out
there
for
me,
so
they
might
start
looking
for
other
roles.
Well,
I
would
like
to
be
get
some
assurance
on.
Is
that
the
timing
of
this
is
going
to
be
such
that
we
give
our
existing
workforce
an
opportunity
to
be.
You
know
in
a
position
to
apply
if
there
are
new
posts
or
kind
of
re
re.
C
That
you've
quoted
a
thousand.
It's
not
a
number
that
I
recognize
I
know
that,
actually
that
it
was
a
number
that
was
placed
or
an
estimated
number
in
terms
of
bridging
the
original
budget
gap.
But,
from
my
recollection,
the
the
number
of
officers
that
were
released
as
part
of
that
that
program
was
significantly
lower,
I
think
closer
to
the
300
rather
than
the
1,000.
There
is
obviously
you
know
as
part
of
the
1718
budget
process.
C
C
Colleagues
are
actually
working
with
members
to
develop
a
workforce
plan,
but
that
will
actually
align
to
the
strategic
direction,
the
priorities
that
have
been
set
and
and
the
organization
design
that
will
flow
from
that.
From
our
own
perspective,
the
areas
that
we've
looked
at,
particularly
in
resources,
we've
talked
a
lot
about
right
sizing
and
it's
about
actually
having
a
right
size.
Back-Office
function
that
that's
mirros
the
needs
of
the
requirement
of
your
front
facing
services
that
isn't
a
number
based.
C
It's
really
based
on
being
clear
that
we're
able
to
deliver
on
core
health,
which
is
your
course
not
rhenium
industry,
but
also
then,
on
top
of
that
being
able
to
deliver
on
your
strategic
priorities.
So
in
terms
of
the
workforce
plan,
we
wait
to
the
details
of
that,
but
I
would
anticipate
that.
It
will
also
assume
a
managing
management
of
change
process
which
will
allow
for
redeployment
of
you
know,
based
on
skills,
etcetera
and
placing
people
into
into
the
right
jobs
and
roles.
L
Just
pick
up
on
that
in
the
very
each
other
than
looking
at
far
silos,
I
think
we've
started
some
really
much
better
work
and
more
interesting
work,
and
if
I
can
just
speak
spective
in
terms
of
some
of
the
staff
that
we
have
lots
of
act
to
lose.
Actually,
we've
been
doing
it
looking
at
those
individual
skill
set
and
actually
thinking
about.
Well,
what
are
their
other
opportunities
within
neighborhoods,
which
people
have
taken
up?
I.
Think
the
point
that
Deniz
made
about
the
workforce
strategy.
L
There's
a
piece
of
work
in
terms
of
H
are
working
with
our
service
directors
to
look
at
what
we
think
our
workforce
needs
are
now,
because
we,
you
know,
we
we
do
have
posts
that
are
difficult
to
fill.
So
is
there
a
more
creative
way,
a
different
way
of
attracting
people
to
come
and
work
with
us
where
they
can
see
a
career
progression
through
some
of
those
through
some
of
those
posts
and
I?
L
Think
once
that
piece
of
works
finish
and
we
kind
of
bring
it
all
together
in
terms
of
the
workforce
strategy,
I
feel
much
more
confident
that
we'll
be
able
to
utilize
the
skills
that
people
may
have,
even
if
the
work
that
they're
currently
doing
no
longer
exists.
Actually,
if
you've
got
really
good
engagement
skills,
there
are
a
number
of
roles
within
the
council
that
actually
you
can
put
those
skills
to
with
some
extra
support
in
training
and
I
say
we
do
have
some
examples
of
that
now
and
I
think
that
will
just
grow.
A
G
Thank
you
so
built
building
on
those
points
a
bit
actually
and
in
terms
of
the
need
for
a
more
sort
of
entrepreneurial
approach
and
the
sort
of
commercial
activity
that
acknowledges
hasn't
been
sort
of
consistent
up
till
now.
How
do
we
I
mean?
There's
a
training
element
to
it,
but
there's
also
an
institutional
element.
So
we've
had
parts
of
the
council
that
could
have
been
more
commercial
but
haven't
been
able
to
so
we
were
losing
money
on
weddings
at
Ashton,
Court
gather
because
the
council
structures
potentially
didn't
allow
that
activity
to
occur.
G
So
even
if
there
was
training
and
development
that
that
sort
of
fostered
that
approach,
our
own
structures
as
they
stand,
were
potentially
blocking
it
from
way
ahead
and
and
so
I'm
I'm
sort
of
wondering
how
we,
how
we
deal
with
the
tension
between
our
our
sort
of
procedures
and
values
and
so
on.
But
the
commercialization
of
our
act
are
the
opportunities
that
we
have
for
commercialization.
C
There
are
a
number
of
points,
the
thinking
about
commercialization,
from
the
perspective
of
looking
out
at
our
existing
resources
and
recognizing
that
at
the
moment,
in
a
number
of
areas,
it's
not
part
of
our
DNA
and
may
need
to
be.
If
we
want
people
to
watch
his
daughter,
you
know
to
actually
think
differently
about
sort
of
how
we
spend
what
we
spend
and
and
again
sort
of
what
level
of
value
it
brings.
You
can
measure
value
and
be
more
entrepreneurial
in
a
range
of
different
ways.
C
C
What
we
also
recognize
is
that
if
we
take
a
cross-cutting
approach-
and
we
have
that
approach
where
you
have
a
theme
that
are
actually
helping
to
identify
potential
opportunities
and
then
work
with
and
support
those
areas
in
thinking
differently
about
services,
a
number
of
authorities
that
start
to
develop
these
approaches
have
things
like
business
incubators
looking
at
their
existing
services
and
helping
to
sort
of
say,
actually
it's
a
remarkable
thing
differently.
What
support
do
we
need?
How
can
we
you
know?
C
As
sort
of
you
know,
skills
in
terms
of
the
market,
we
also
need
to
think
about
our
procurement
team
as
well,
and
you
know
the
fact
that
part
of
their
role
possibly
needs
to
think
about
market
I.
Don't
want
you
to
technical
terms
but
sort
of
market
segmentation
market
analysis
to
sort
of
really
understand
what
what
it?
What
are
the
drivers?
C
What
are
the
areas
of
potential
opportunities
and
where
are
the
areas
where
you
know
where
the
market
is
is
performing
well
behaving
well,
and
those
skills
need
to
actually
or
information
is
to
us
would
be
brought
back
to
the
services
as
well,
so
that
they're
not
actually
having
to
go
out
and
looking
for
the
information
look
for
support.
Some
of
that
can
be
brought
to
them
in
terms
of
potential
opportunities,
so
there
isn't
going
to
be
a
one-size-fits-all
and
it's
not
going
to
be
a
quick,
easy
win.
It's
a
culture
change!
G
Thanks
I
mean
that
that's
that's
quite
promising,
because
clearly
is
it
is
complicating
there.
There
are
these
different
opportunities
and
social
investment
rather
than
commercial
investment,
is,
is
possible
as
well,
but
we
still
have
to
have
a
long
term
approach.
Don't
we
I
mean
so
so
our
investment
in
in
sort
of
energy
and
technology
services,
and
so
on,
you
know,
has
to
be,
has
to
be
a
long-term
thing
and
that's
you
know
we'll
worry
some
people
at
the
very
least
won't
it.
C
It
does,
and
it's
one
of
the
areas
where
it
presents
a
lot,
a
lot
of
risk.
So
if
we
think
about
the
section
that
we've
written
that
that
talks
about
smart
and
smart
and
utilizing
technology,
it
really
requires
us
to
start
to
think
about
2050
and
what
we
Inc
will
be
the
skillset,
the
environment,
the
technology
that
will
be
available.
C
If
we
start
to
look
to
the
future,
how
do
we
utilize
some
of
that
detail
to
shape
what
we
do
today,
so
that
we're
planning
longer-term
so
we're
not
actually
just
fixed
in
today's
issues
and
problems,
but
actually
making
ourself
resilient
to
the
future?
The
reality
is
that
quite
a
lot
of
that
technology
is
not
not
tried
and
tested,
so
some
of
it
may
require
us
to
do
some
piloting.
E
C
There
have
been
some
things
that
they,
their
classifiers,
quick,
wins
or
early
adopters
to
help
to
pay
for
some
of
those
longer
term
type,
strategic
investments
that
have
payback
our
own
view
as
well.
In
looking
at
some
of
the
infrastructure
that
we've
already
put
into
place
and
opportunities
are
available,
we
have
the
Operations
Center,
which
could
be
a
data
hub.
We
have
the
you
know
the
infrastructure
companies
that
are
already
established.
We
have
you
know,
Bristol
is
open.
C
We
have
bio
that
has
smart
technology,
we
have
links
with
the
University
and
the
research
development
and
actually
it's
how
do
we
start
to
link
all
of
those
things
together
to
actually
make
it
work
for
us
differently
and
align
some
of
that
thinking
to
tackle
some
of
those
those
those
bigger
issues
that
we
have
where
technology
could
be
a
solution
and
again,
if
we
think
about
the
energy
company
they're
going
to
be
rolling
out
a
smart
meter
program.
So
what
is
the
art
of
the
possible
you
know
in
terms
of
that
technology?
C
What
would
we
need
to
do
differently
to
enable
us
to
help
and
tackle
some
of
our
social
care
issues
simultaneously?
So
it
is,
it
is
some
of
it
is
thinking
outside
the
box
and
it
may
be
about
taking
risk,
but
I
think
we
need
to
start
to
say
well
actually,
what
are
the
opportunities?
What
are
the
things
that
really
matter
to
us
because
we'd
be
at
risk
of
chase
in
the
next
new
shiny
toy
and
actually
not
getting
the
return?
So
it's
got
to
be
really.
C
A
M
Very
quickly,
I
thought
it
was
a
great
document
and
I,
particularly
like
the
bit
about
working
more
constructively
with
other
public
services
in
areas
like
Social
Care,
because
I
think
that's
something
where
forget
real
weakness.
It's
probably
very
difficult
to
achieve,
but
I
think
it's
a
wonderful
objective,
but
the
other
thing
I
just
wanted
to
say,
which
is
really
relates
a
bit
to
what
Joe
Sargeant
was
saying.
Just
now.
M
One
of
the
things
that
I
get
constant
complaints
from
my
constituents
about
is
the
failure
of
call
centres
to
answer
their
queries
and
questions
and
towards
the
end
of
the
document.
You
say
you
want
to
deliver
an
excellent
service
and
we
do
but
I
think
the
lack
of
staff
in
those
areas
is
really
causing
major
problems,
and
you
know
I
think
the
people
there
are
so
overworked
they
having
to
pile
up
stuff
and
there's
a
long
backlog.
M
A
Right
I'm
going
to
bring
this
item
to
a
conclusion:
Denise
can
I
just,
however
emphasize
that
was
I.
Think
none
of
us
think,
like
the
message
that
comes
out
of
this
I,
think
we
I
think
members
very
much
appreciate
the
amount
of
detail
work
that
has
gone
in
to
pulling
this
together
in
a
way
that
sets
a
the
the
whole
way.
A
This
process
is
going
to
be
operated
and
how
you've
come
to
the
figures
that
are
in
the
forecast
so
can
I
can
I
just
ask
that
you
relate
to
all
your
team
the
appreciation
the
members
feel
for
what
has
gone
into
getting
us
this
far,
and
we
know
this
is
only
the
start
of
the
journey,
but
it's
nevertheless
it's
so
fundamental
that
we
start
in
in
a
place
that
it
gives
us
a
clear
starting
point.
So
would
you
pass
on
that
appreciation
to
everyone?
Who's
obviously
put
an
enormous
amount
of
work
into
getting
here.
A
Thank
you
now.
As
far
as
members
are
concerned,
we
will
be
discussing
this
briefly
because
it's
also
in
our
work
program,
which
is
what
we're
coming
on
to
next,
but
given
the
warmth
in
this
room,
can
I
suggest
that
a
two
minute
break
thoughtful
for
a
refreshment
of
cups
and
glasses.
Before
we
go
on
to
the
next
item,.
A
A
So
what
I'm
going
to
ask
is
Andrea
to
just
go
through
very
briefly
the
the
the
document
outlining
the
work
program
and
how
we've
progressed
to
this
far
both
for
those
members
in
the
gallery
who
may
not
be
aware
of
it
and
the
fact
that
this
is
webcast
and
anyone
who
is
looking
at
this
either
now
or
in
the
future
will
not
necessarily
have
that
background.
So
if
we
just
are
sound
Rio
to
set
the
scene
before
we,
then
we
want
the
scoping
document
so
INRIA
over
to
you.
Thank.
B
You
Jeff,
and
so
what
I'll
do
is
our
on
behalf
of
the
members
of
azam
I
will
just
do
a
really
quick
summary
and
set
a
context
for
the
item
that
we're
about
to
go
into.
So
what
you'll
see
in
in
the
supplementary
papers
on
the
26th
of
June,
azam
members
gathered
in
a
workshop
capacity
and
went
through
a
long
list
of
items
that
have
been
put
forward
for
scrutiny.
B
They
under
then
took
a
piece
of
work
to
narrow
that
down
to
key
priority
items
for
scrutiny,
and
that
is
in
in
the
table
that
you
can
see.
So
the
green
items
are
the
ones
that
have
been
highlighted
as
priority
items
and
then
what
they
will
do
today
is
members
of
azam
agreed
to
go
away
and
to
add
a
bit
further
scoping
to
these
items,
because
these
were
very
high
level,
for
example,
demand
on
social
services.
B
So
it
was
agreed
that
members
of
azam
would
go
away
and
do
a
further
piece
of
work
to
scope
that
up
and
then
what
we
will
do
today
is
to
run
through
those
scopes
and
azam
will
agree.
Are
these
items
that
they
feel
should
be
part
of
the
scrutiny
work
probing
haven't
having
done
that
further
scraping
work
have
a
discussion
about
how
they
wish
to
take
those
forward.
So
what
is
the
mechanism
for
this
work
scrutiny
activity
to
be
carried
out?
B
Should
it
be
vienna,
query
day
a
working
group
or
some
form
of
other
forum
and
also
as
well
to
then
decide
their
world
needs
to
be
an
awesome,
lead
or
leads
for
all
of
these
items
going
forward,
and
so
just
to
confirm
is
that
venture
and
main
the
current
awesome
leads
or
whether
there
was
to
be
a
change
people
wish
wish
to
kind
of
move
on
to
these
items?
What
will
then
happen?
B
Next
is
once
these
items
are
agreed,
there
will
be
communications
than
expressed
to
all
non-executive
members,
so
all
members
across
the
council
will
be
invited
to
participate
in
the
items
that
they
are
interested
in,
so
to
have
further
engagement
in
this
work.
When
we've
received
those
names,
what
we
will
do
is
we
will
recirculate
that
back
out
for
transparency
just
in
case,
for
example,
we
have
a
group,
that's
particularly
dominated
by
one
party.
B
Other
members
may
then
feel
we
want
to
expand
that
membership,
and
then
that
group
will
then
work
collectively
to
set
out
a
further
scope
about
how
they
wish
to
take
this
forward,
for
example,
how
they
how
they
wish
to
meet
what
elements
they
wish
to
have
occur
in
public,
whether
they
want
to
bring
in
expert
witnesses,
for
example.
So
they
say
this
is
an
ongoing
kind
of
scoping
piece
of
work,
and
what
will
happen
is
each
month
there'll
be
a
monthly
awesome,
and
each
month
there
will
be
an
update
report
to
awesome.
B
Now
that
might
be
a
formal
report
if
a
piece
of
work
is
nearing
the
end
and
for
adoption,
or
it
might
simply
be
a
verbal
report
that
is
captured
on
the
webcast,
so
that
will
happen
on
a
monthly
basis
awesome.
What
will
also
happen
is
that
list
will
continue
to
be
reviewed
because
there's
a
recognition
there
will
be
arising,
issues
that
may
come
up.
There
may
be
things
like
government
legislation
or
a
change.
The
situation
in
the
city
that
actually
means
some
of
the
items
that
are
being
looked
at
may
no
longer
be
of
priority.
B
They
might
say
well,
actually,
we've
done
a
bit
of
work
into
this.
We
actually
think
we
can't
go
any
further
with
it
that
will
be
over
to
the
members.
But
what
will
happen?
Is
each
chosen
planning
meeting
Ana
each
azam
meeting
that
will
be
formally
reviewed
and
so
the
idea
that
there
is
them
flexibility
within
the
work
program.
What
we
will
also
do
is
currently
at
the
moment
all
scrutiny
activity
is
captured
on
our
website
in
modern
gov
via
the
webcast
and
also
via
the
reports.
B
We
have
had
feedback,
that's
not
necessarily
the
easiest
to
access,
so
the
proposal
is
is
that
we
will
have
a
dedicated
web
page
within
our
website
to
scrutiny
that
will
have
easy
access
so
that
people
can
see
what
scrutiny
is
working
on
any
one
time.
So,
for
example,
they
can
click
and
see.
Excellent
scrutiny
is
looking
at,
for
example,
air
quality,
and
they
can
see
brief.
B
Summary
of
the
world
has
been
done
to
date
and
then
what
they
can
do
is
they
can
then
access
via
links
to
more
detailed
reports
or
to
more
background
papers
or
to
the
webcast,
and
so
that
that
is
the
proposal,
and
that
is
obviously
to
continue
discussion
today.
Unless
there's
anything
anyone
feels
I've,
missed
I
hope,
that's
a
summary.
B
J
Think,
yes,
I,
think
that's
excellent
Andrea
and
we've
already
started
on
that.
A
running
scrutiny
in
that
way
and
I
think
it's
being
really
productive.
So
far,
I'm
feeling
very
positive
about
it.
I
just
like
to
make
a
point
which
is
really
to
reiterate
something
which
is
already
in
the
Constitution,
which
is
that
all
items
for
scrutiny
do
have
to
come
via
this
awesome
committee.
A
Thank
You
Dom,
so
it's
our
really
you're,
noting
and
and
reinforcing
the
Constitution
as
it
stands.
This
scrutiny
work
program
goes
goes
through
awesome,
so
yeah
yeah
yeah.
So
they
say
in
terms
of
the
scrutiny
work
program.
It
goes
through
awesome
as
the
the
agenda
setting
so
I
think
that
it
does
anybody
else
have
anything
for
clarification,
because
in
that
case
we
can
move
on
yeah.
Please.
M
In
terms
of
what
Donna's
just
said,
it
just
slightly
worries
me:
supposing
somebody
who
isn't
on
awesome
and
thinks
of
something
which
is
really
really
important
to
scrutinize?
That
has
come
up.
What
would
be
the
procedure
for
members,
particularly
perhaps
those
from
the
other
scrutiny
panels
to
to
bring
it
to
to
bring
it
to
us
and
for
awesome
to
then
can
decide
what
to
do
about
it.
A
The
answer
to
that
is
actually
not
that
different
to
the
situation.
Now,
if
someone
feels
there's
an
issue
that
needs
to
be
debated
and
discussed
and
scrutinized,
then
they
need
to
lobby
and
put
forward
their
argument
and-
and
also
me
is
going
to
be
very
receptive
to
that
flow
of
information.
What
we're
trying
to
do,
however,
miles,
are
meeting
monthly.
We
have
a
situation
where,
if
there
are
issues
brought
forward,
they
are
of
such
importance.
They
everyone
agrees.
They
need
to
move
forward.
A
We
will
now
have
the
mechanism
whereby
they
can
move
quickly
rather
than
actually
take
at
the
moment.
What
could
be
some
months
before
they
can
be
actioned.
So
so,
actually
we
cease
to
go
on
the
work
program,
but
I
think,
as
we
see
from
the
scoping
document,
members
have
got
a
fairly
wide
capacity
to
route
to
receive
and
and
and
share
concerns
about
issues,
so
I
think
that
that
will
be
that
will
be
doable
and
deliverable
more
effectively
than
has
been
the
case
at
the
moment.
Okay,
Anthony.
H
Actually,
there
is
a
risk
there,
and
that
is
that
we're
going
to
lose
a
month
because
we're
not
gonna
have
the
Scrushy
Commission
planning
groups,
and
the
dates
are
such
that
inevitably,
one,
two
or
more
of
the
scrutiny
commissions
will
drop
out
until
the
following
awesome
meeting
and
potentially
use
a
month.
If
there
is
some
continuation
work
to
be
done,
if
it's
in
that
form,
I'm
not
talking
the
task
and
finish
groups,
although
I
think
actually
they
could
potentially
suffer
from
the
same
the
same
problem,
but
it's
more
likely
to
be
a
commission
issue.
H
A
Rest
assured,
if
there
is
an
issue
of
such
importance,
that
members
feel
it
strongly,
we
have
mechanisms
through
through
electronic
communication,
to
actually
have
something
happened
very
very
quickly
indeed,
so
that
that
is
a
challenge
that
and
I'm
sure
members
have
awsome
would
accept
that
if
there
was
something
of
that
importance,
an
email
exchange
in
an
agreement-
and
we
can
have
a
working
group
up
and
running
within
24
hours,
okay.
So
what
so?
That's
the
bit
that
I'm
very
keen
that
we
do
have
that
capacity.
A
I
can't
begin
to
think
what
might
be
serious
enough
to
cause
that,
but
I
want.
But
I
am
very
keen
that
we
are
capable
of
responding
and
reacting
very
quickly,
because
that
has
been
one
of
the
potential
criticisms
of
scrutiny
they
even
when
there's
an
area
of
major
concern,
it's
taken
us
a
long
time
to
actually
take
it
on
board,
so
so
I
hope
this
will
actually
be
a
more
positive
way
of
engaging.
F
A
H
I
can
tell
you
that
it
ain't
gonna,
work
Jeff.
You
know
that,
because
there's
always
going
to
be
things
that
we
need
to
review
as
they
happen
within
the
condition.
These
are
decisions
taken
that
have
to
be
reviewed,
not
things
that
are
actually
creating
new
ideas
and
new
work.
There
have
to
be
both
streams
of
this,
and
there
has
to
be
provision
for
both
I.
A
Understand
your
views,
Anthony,
but
I
believe
the
position
that
has
been
presented
reflects
the
view
of
the
majority
of
the
rest
of
overview
and
scrutiny
management
and
is
also
reflecting
the
review.
The
views
of
members,
as
expressed
through
the
console
briefing
sessions
that
we've
had.
So
what
we
can't
do
is
here
change
the
view
that
we
have
developed
and
evolved
through
awesome
and
come
up
with
as
our
proposal
and
I
am
looking
for
endorsement
from
members.
A
But
we
can't
keep
defending
our
change,
which
is
one
none
of
us
started
off
wanting,
but
is
what
evolved
out
of
a
very
lengthy
process
that
gave
all
members
the
chance
to
take
part
and
when
we
come
out
with
a
recommendation?
Out
of
that,
we
all
have
to
accept
it,
even
if
it
wasn't
what
we
thought
was
going
to
happen
or
what
we
want
to
happen.
We
have
to
get
away
from
scrutiny
commissions
with
18
items
on
the
agenda,
giving
four
or
five
minutes
to
each
item
and
and
and
asking
a
few
questions.
A
What
we
need
is
proper
scrutiny,
which
will
give
officers
a
greater
challenge,
but
I
am
absolutely
convinced
that
and
I'm
looking
at
the
reason,
Allison
I'm,
absolutely
convinced
that
that
our
officers
will
welcome
that
constructive
engagement
process,
which
can
only
come
from
that
more
detailed,
a
discussion
and
debate
and
I've
I've
sensed
the
view
of
the
meeting.
I
believe
that
represents
the
views
of
the
meeting
and
I.
Don't
want
us
to
keep
discussing
this
every
meeting
we
have.
A
So
we're
going
to
try
and
work
through
these.
We're
also
got
time
for
any
comments
that
people
have
about
enhancing
the
scope
as
well.
If
there's
any
other
suggestions,
but
at
the
end
of
this
session,
I'm
very
much
hoping
that
we
have
something
that
we
can
circulate
to
all
members
with
a
really
positive
story
of
where
we're
going
and
what
we're
doing
and
I
will
just
say.
Having
read
through
all
these
I
have
a
real
dilemma,
because
I
actually
want
to
be
involved
in
all
of
them,
because
I
think
I
think
it's
really
fundamental
stuff.
A
It's
it's
things
that
affect
my
constituents
and
and
and
I
believe
affect
all
our
constituents.
They're
real
issues
which
we
voted
on
across
awesome
identified
as
areas
of
concern,
and
so
there
is
a
real
possibility
here
that
we've
got
items
that
can
be
met,
that
they
are
very
relevant
to
the
people
we
represent
and
our
significance
earned
to
both
the
the
executive
and
the
senior
management
team
in
how
we
move
forward.
So
we
have
a
chance
of
something
that
really
could
see
scrutiny
playing
a
positive
role
with
an
executive
that
welcomes
us
doing
that.
A
A
A
N
You
know
Planning
Department,
looking
at
transport
congestion
and
a
whole
range
of
things
that
we
thought
was
important.
I
think.
The
thing
that
we
know
is
that
we've
already
got
two
very
solid
working
groups
working
on
this
issue.
We've
got
the
mayor's
working
group.
We've
got
the
congestion
task
force.
N
We
want
to
look
at
issues
such
as
better
public
engagement
and
looking
at
communication
strategy,
because
we
know
that,
if
we're
going
to
achieve
anything
on
air
quality,
it's
very
likely
to
involve
decisions
that
may
not
be
popular
for
everybody
may
have
an
incan
economic
impact
on
some
more
deprived
communities
or
groups
in
our
population.
So
we've
got
to
be
ready
to
look
at
those.
You
know
look
at
holistically
at
what
would
be
involved
to
make
any
significant
change.
N
G
Consistent
remit
and
I
mean
there's,
there's
more
than
one
way,
for
instance,
to
tackle
air
quality
and
there's
more
than
one
way
to
tackle.
But
if
he
said,
for
instance,
to
the
congestion
task
force,
tackle
congestions
in
ways
that
improve
air
quality,
then
you
would
make
sure
they
don't
come
out
with
the
options
that
make
it
worse.
I
mean.
Are
they
having
that
very
I
mean
it
sounds
really
simplicity,
but
are
they
having
that
crossover
from
the
start,
rather
than
at
the
end,
when
it's
too
late,
I.
N
Think
one
of
the
issues
is
that
we're
not
quite
sure
because
we're
not
as
members
we're
not
all
aware
of
what
does
get
discussed
in
those
groups
and
I
think
that
is
something
we
we
do
need
to
kind
of
pick
up
on
and
make
all
members
aware
and
share
with
the
public
and
I
think
as
well.
As
you
know,
it's
not
just
working
on
congestion
and
traffic.
We
know
there's
many
other
items
that
we
need
to
look
at
for
air
quality
such
as
you
know,
the
fuel
diesel
generators
I'm.
N
A
So
that
was
that
those
were
the
sort
of
discussions
we
were
having
and
I
think
the
feeling
we
had
was
that
this
probably
does
need
to
be
a
working
group,
but
that
we
very
much
used
the
monthly
awesome
report
back
as
a
way
of
putting
into
the
public
domain.
What
is
it
what
is
going
on
with
possibly
in
an
inquiry
day
or
some
other
form
of
public
engagement,
as
in
when
it's
appropriate
to
develop?
That
awareness
is
that
Anthony.
H
Just
two
quick
things:
the
first
thing
responding
to
Martin's
point,
because
I
suspect
this
will
come
up
again.
I,
don't
think
we
can
really
restructure
big
groups
to
fit
other
groups.
I
mean
if
we're
asking
a
big
question
and
congestion
isn't
probably
one
of
the
biggest
ones
we
could
ask.
But
there
are
big
questions.
H
It
would
be
quite
silly,
I
think
to
restrict
that
group
only
to
dovetail
in
with
something
else,
because
it's
probably
got
a
dovetail
in
with
four
or
five
other
groups,
so
I
think
we
still
have
to
keep
that
big
picture.
The
other
thing
I
think
that
Jeff
is
chair.
If
I
might,
if
I
may
I
think
you're
needs
to
be
one
of
the
components
here.
H
It's
when
people
go
through
these
things,
it's
not
so
much
to
say
why
we're
doing
it,
but
how
we're
going
to
do
it
and
I
think
one
of
the
fundamental
things
there
is
timetable.
There
are
many
I
mean
you
and
I
sat
on
a
library's
thing,
I
mean
that
was
almost
completely
dictated
by
timetable
and
I
think
it
will
have
an
effect
on
many
of
the
other
groups
as
well.
In
terms
of
what
we
can
do
by
the
critical
times
by
which
it
needs
to
be
done,.
A
Yep
I
think
I
think
we
and
I
think
that's
in
a
sense
outlined
in
the
scoping
document,
because
we've
got
some
tight
timeframes
there,
and
that
is
why
we
need
to
move
this
forward,
which
is
why,
if
we've
now
agreed,
then
it
can
go
out
to
members,
hopefully
in
the
next
few
days,
to
actually
populate
the
the
the
the
current
group
of
other
members
with
others
who
want
to
make
this
work
so
I
think
we've
we've
got
some
agreement
on
moving
forward
on
that
one.
The
second
item
was
canceled
assets
and
I.
A
Happened
so
we've
got
a
scoping
document
here
which,
which
outlines
where
we
are
and
and
possibly
this
might
be
appropriate
because
it's
a
longer
term
piece
of
work,
it
might
be
appropriate
for
a
scrutiny
Commission,
not
a
specific
Commission,
but
a
commission
type
format
where
information
reports
are
presented
and
and
that
moves
forward
over
a
period
of
time
because
we
see
this
is
something
and,
as
Denise
touched
on
earlier.
This
isn't
this,
however
urgent.
This
isn't
going
to
happen
overnight,
but
it's
it's.
How
we
engage
in
that
debate.
A
O
O
We're
that
you
know
the
council
is
looking
to
maximize
all
its
assets
and
make
the
most
they
can
out
of
them.
I
think
it's
also
an
important
piece
of
work
with
regards
to
community
involvement,
because
quite
a
lot
of
us
have
Ward's.
While
we've
got
an
existing
community
plan
which
includes
looking
at
council
buildings,
we've
got
within
our
wards
and
if
the
council
is
not
going
to
continue
to
use
them,
then
we
need
to
look
at
them
as
well
and
decide
what
we
can
do.
O
A
Think
we
might
have
something
else.
We
might
agree
on
Anthony,
because
I
think
libraries
is
a
key
part
of
that
process
as
well
and
therefore
I
think
perhaps
angry
if
we
can
just
add
that,
while
recognizing
there
is
a
time
frame
to
a
long
time
frame
to
a
lot
of
that
work,
that
libraries
is
a
prime
example
is
something
that
it
needs
some
some
urgent
attention.
P
Yeah,
just
really
quickly
on
that,
because
we're
sort
of
delaying
that
one
to
look
at
in
late
September
early
October,
because
the
consultation
isn't
hasn't
started
yet.
But
briefly,
what
is
going
on
in
the
background
is
that
all
the
head
teachers,
all
the
children's
centers
in
the
city,
have
met
and
can
are
continuing
to
meet,
frequently
have
met
with
cancer's
going
and
his
scope
for
children.
Young
people's
education,
briefs
there's
also
a
family
steering
sort
committee
which
has
been
running
for
the
last
six
months,
which
I'm
involved
with.
P
So
we
will
report
back
that
at
the
moment
there
was
various
bits
of
work
that
needed
to
be
done
in
terms
of
some
of
the
financial
models,
and
so
we're
not
in
a
position
to
start
gathering
kind
of
groups
on
this.
But
I
would
urge
all
members
to
who
particularly
they're
involved
too
and
since
their
wards
to
be
involved
with
this
once
it
is
up
and
running.
O
I'd
also
like
to
include
in
the
scope
of
that
issues
we
talked
about
earlier,
which
include
breakfast
clubs
and
holiday
hunger,
because
I
think
these
can
be
linked
and
children's
centres
might
be
a
way
that
we
can
deliver.
Some
of
this
as
well
so
I'd
like
to
have
that
additionally
added
into
the
scope,
but.
A
We
also
need
to
look
at
how
we
could
make
those
work
elsewhere
in
a
way
that
could
possibly
still
retain
resources
and
and
so
on.
So
so
it's
where,
if
one's
not
careful,
you
could
probably
link
most
of
these
eleven
together
by
some
means
or
other,
but
right.
Okay,
thank
you
for
that
and
then
we
move
on
to
council
commissioning
and
contracts
and
I.
A
D
E
Is
quite
a
wide
one,
but
it's
basically
looking
to
make
sure
that
we
get
the
best
value
for
money
and
the
best
social
value
out
of
the
contracts.
I'm
commissioning
that
we
do
so.
The
kind
of
three
key
areas
of
our
investigation
are
looking
at
the
current
commissioning
procurement
and
contract
management
and
seeing
where
the
good
practice
is
where
the
areas
of
development
are.
E
There's
a
separate
item
on
looking
at
the
outcomes
from
commissioning
of
adult
social
care,
just
acknowledging
that
that
is
such
a
huge
section
of
the
of
the
commissioning
that
the
council
does,
and
obviously
that
is
going
to
be
have
to
be
closely
interlinked
with
the
other
with
it.
With
the
separate
item
on
handled
social
care,
I'm
just
lost
my
place,
the
third
pipe.
The
third
point
is
to
scrutinize
and
help
develop
the
process
to
ensure
that
value
for
money
and
social
value
from
the
contracts.
E
So
in
terms
of
the
the
format
going
forward
and
the
I
think
it's
something
that
is
probably
best
placed
as
a
working
group
that
meets
relatively
regularly.
The
offices
in
involved
are
very
keen
to
work
with
us,
as
is
councillor
Chaney,
as
the
executive
member
and
I
think
it
would
be
it'd,
be
good
to
just
keep
it
going
and
meet
regularly
to
get
in
and
dive
in
and
find
out
where
the
air
is
to
improve.
That.
A
You
Nick,
no,
no,
no
I
mean
we
I,
think
that's
that's
very
much
and
it's
it's
a
two-fold,
its
its
it's,
the
the
procurement
and
systems,
but
on
the
one
side,
but
it's
actually
the
service
end
of
procurement
as
well,
because
it's
really
important.
We,
we
have
an
overview
of
the
of
the
whole
process
and
it's
it's
fit
for
purpose.
From
your
end
of
the
the
meeting
to
deliver
the
service
and.
Q
To
save
me,
jumping
up
again
when
we
get
on
to
the
demand
for
Social
Care,
one
which
Brenda
is
leading
on
and
we've
already
had
the
scoping
meeting.
But
clearly
that's
you
know,
as
you've
already
said,
a
lot
of
these
speak
to
each
other,
don't
they
and
that
one
definitely
does
to
to
the
commissioning
one.
But.
R
Hi
I
just
wanted
to
add
as
an
additional
topic
to
look
at
strategic
innovation
partnerships.
It's
a
new.
Well,
it's
not
a
new
initiative,
but
under
the
EU
contracting
laws
we
I've
been
working
with
a
number
of
officers
in
the
economy
team
and
in
the
contracts
team.
Looking
at
developing
strategic
partnerships,
innovative
partnerships,
which
basically
means
instead
of
necessarily
tender
through
the
EU.
If
you
can
make
the
case,
you
can
identify
and
work
with
specific
partners
without
having
to
go
through
all
of
the
kind
of
the
hoops
that
you
need
to
go
through
for
contracting.
A
O
K
You
know,
work
that
was
done
like
the
warmer
homes
and
things
like
that,
and
it
just
seems
to
me,
is
very
very
different.
Skills
involved
and
different
types
of
people
might
be
interested
in
pursuing
scrutiny,
scrutiny
type
roles
in
those
different
types
of
so
I.
Just
think
that
you
may
find
that
it
might
naturally
kind
of
split
off
in
two
different
directions.
A
I
think
that's
a
really
important
message
to
take
back,
because
you've
realized
something
I
felt
looking
I
mean
if
one
looks
at
the
people
Directorate
and
bear
in
mind,
I've
been
briefed
by
Brenda
and
they
say
them
over
many
years
and
be
look
at
the
people.
Directorate
is
significantly
bigger
than
a
very
large
number
of
local
authorities
in
its
own
right,
so
I
so
I
think
I.
Think
that
might
be
something
that
perhaps
we
can.
We
can
take
on
board
and
see
whether
you've
given
given
there
are
member.
G
Yeah
thanks
and
risk
of
saying
it's
even
more
complicated.
There's
goods,
there's
services
and
there
are
facilities
as
well,
so
Goods
might
be
supplies
we're
procuring
commodities
and
so
on,
but
facilities
are
other
sort
of
buildings
or
infrastructure
equipment
and
so
on,
and
but
there's
not
only
gap
what
we
do
and
how
how
we
do
it,
but
then,
where
we
do
it
and
the
scale
or
which
we
do
it
and
social
values
mentioned,
and
you
know
how
local
or
how
many
opportunities
that
are
through
the
way.
G
The
way
we
parcel
contracts
as
opposed
to
whether
we
gather
them
all
up
into
enormous
regional
contracts
for
which
there
are
pressures
that
could
work
against
our
local
economy,
for
instance.
So
you
know
we
have
to
take
in
account
an
awful
lot
of
different
things
and
I
think
there
must
be
lots
of
different
work
streams
because
of
that
I
think.
A
A
And
we
talked
about
resources
from
the
point
of
view
of
a
scrutiny
officer.
Support
we've
also
got
a
look
at
resources
in
terms
of
how
many,
as
members
have
got
available
and
therefore,
in
part,
it
depends
how
many
people
end
up
signing
up.
This
is
how
many,
how
many
work
streams
it's
viable
to
put
on
and
over
what
period
of
time
we
engage
with
that
work
and
indeed,
whether
some
some
of
it
might
be
yep
offload
it
not
offload
it
pass
to
audit
committee.
A
A
E
O
How
soon
are
they
going
to
build
doctor
surgeries,
all
those
types
of
things,
the
infrastructure,
let
alone
the
traffic
making
sure
all
that
is
in
place,
because
otherwise
it's
all
going
to
impact
directly
on
the
on
our
local
wards.
So
this
is
a
really
important
one,
probably
not
from
the
councillors
right
across
the
board,
but
certainly
the
northern
fringe
ones.
E
M
Of
work-
and
there
are
two
things
I'd
like
to
say
about
it-
one
is
that
I
think
what
is
so
great
about.
It
is
you're
you're,
taking
an
integrated
approach
to
development,
and
this
is
one
of
the
things
which,
as
a
member
of
the
planning
committee,
I'm,
always
worried
about
that.
We
don't.
You
know,
we
look
at
an
item
in
isolation
and
we
don't
actually
take
into
account
the
impact
on
on
school
in
terms
of
children's
schooling,
surgeries
and
so
forth.
M
But
the
other
point
I
wanted
to
make
was
just
about
probably
the
importance
of
involving
South
Gloucester
councillors
from
the
beginning,
because,
as
I
understand
it,
our
relationship
with
South
Gloucester
hasn't
always
been
wonderful
and
you
don't
want
to
sort
of
make
it
look
as
if
Bristol
it's
driving
the
agenda
without
bringing
other
people
on
board
to
some
extent.
So
obviously,
that's.
D
D
H
I'm
sure
they
wouldn't
have
covered
everything,
but
I'm
pretty
certain
they
would
have
covered
a
hell
of
a
lot
of
it
and
I
would
have
thought.
The
first
thing
that
needs
to
be
done
is
simply
download
that
information
to
find
out
where
we
are
because,
if
not
we're,
just
gonna,
be
starting
all
over
again
and
I.
Think
that
would
be.
That
would
be
a
real
serious
waste
of
time.
H
A
A
very
significant
part
as
far
as
local
residents
are
concerned,
so
you
know
we
do.
We
clearly
do
need
to
engage
and
ask
those
questions,
but
also
what
I
I
know.
Local
councillors
I
had
some
difficulty
in
getting
any
engagement
with
South
Gloucestershire
at
the
moment,
and
that's
because
it's
still
developing.
So
this
is
simply
about
trying
to
ensure
that
residents
in
the
whole
North
Bristol
are
getting
some
protection
and
some
resolution
yeah.
D
S
Just
wanted
to
challenge
this
I
mean
I.
Think
the
attention
on
CP,
n
n
is
really
important
and
in
my
day
job
I've
been
so
involved
in
Filton
airfield
in
the
past.
So
it's
I'm
very
aware
of
some
of
the
impacts.
That's
gonna
have
a
cross
Bristol,
not
just
North
Bristol
I'd
say
my
question
is:
is
this
actually
something
for
scrutiny
because
I'm
unclear
on
what
exactly
you're
scrutinizing
other
than
the
South
gloss
councils
activity?
Because
do
we
even
have
a
mandate
for
that
in
this
room?
I
mean
I.
S
Think
a
working
group
is
essential,
I'd
be
happy
to
spearhead
Summoner.
Obviously,
I'm
gonna
be
paying
a
lot
of
attention
to
what's
going
on
over
the
boundary,
but
I
just
not
actually
clear.
Maybe
that's
be
being
new
to
the
cabinet
in
this
role.
How
we
intend
to
scrutinize
a
decision
at
South,
gloss
level
in
this
within
the
committee
makeup
here.
Can.
S
A
Therefore,
we
will
come
up
with
projects
that
use
that
amount
of
money
and
weand
feel
there
needs
to
be
an
understanding
of
the
impact
on
our
neighborhoods
and
therefore
a
scrutinizing
Bristol's
of
reaction
to
the
issues
and
whether
there
are
opportunities
for
improvements
that
are
needed
to
be
funded
through
the
combined
Authority
and
other
ways.
If
there
is
not
enough
funding
coming
from
the
south
gloss,
modest
sums
of
money
that
are
coming
our
way.
So
so
it's
it's,
it
is
purely
scrutinizing
Bristol.
A
S
S
Your
perception
sorry
just
to
come
back
on
that,
but
as
a
statutory
consultative
this
process
anyway,
would
it
I
suppose
an
alternative
suggestion
is
that
to
be
proactive
in
just
having
a
working
group
that
sits
outside
also
might
just
think
with
the
number
of
priorities
that
you
have
I'm,
not
saying
that
I
don't
support
what
has
been
suggested.
Of
course,
I
do
I,
think
it's
fantastic
I'm
just
trying
to
navigate
whether
or
not
this
is
the
right
platform
for
that
as
we're
a
statutory
consultation
that
wider
process.
A
This
was
sufficiently
important
that
if
we
weren't
getting
anywhere
through
an
informal
process
that
we
needed
something
to
to
actually
raise
the
profile
of
this
and
and
and
and
hopefully
with
you
in
place
and
and
and
and
being
briefed
on
the
issue
that
maybe
this
will
become.
This
may
help
to
resolve
it.
I
think
yeah.
T
Think
chair,
this
does
prove
why
it
was
useful
to
have
a
new
cabinet
member
put
in
charge
of
the
kind
of
strategic
aspect
of
what
goes
on
cross-border
with
our
neighboring
authorities.
But
one
of
the
frustrations
has
been,
although
we
are
a
statutory
consul
to
the
consultation
that
took
place
before
the
Planning
Committee
meeting
in
South
Glaus,
where
it
was
finally
agreed
consisted
of
appearing
on
a
planning
committee
agenda
and
Bristol
City
Council
I
was
the
only
North
Bristol
councillor
on
that
committee
and
I
was
only
covering
it
short
notice.
T
That
would
mean
that
people
didn't
have
to
keep
stopping
every
two
minutes
for
more
people
to
get
on
board,
but
actually
had
fairly
direct
bus
routes
that
went
from
Bristol
City
into
the
new
development,
which
could
then
have
a
knock-on
effect
of
people
using
public
transport
more
than
they
might
use.
Otherwise,
if
they
had
to
stop
everywhere
on
the
on
a
long
journey
grinding
around
all
over
Bristol.
So
it's
those
kind
of
suggestions,
I
think
are
coming
up
from
councilors.
T
E
I
think
just
going
on
from
what
you
saying,
Geoff
about
is
not
having
the
necessary
oversight
previously
and
needing
this
group,
something
formal
to
have
that
oversight.
After
what
Nicholas
said,
I'm
not
I,
don't
necessarily
now
know
whether
this
group
is
the
best
way
to
do
it
or
whether
something
that
nickel
would
support
a
cabinet
member
is
the
best
way
to
do
it.
So
maybe
that's
something
we
don't
think
there's
time
to
have
that
discussion
in
this
meeting,
but
maybe
that's
something.
We
should
have
a
discussion
about
what
the
better
yet.
A
Can
I
just
throw
then
when,
when
Nicola
was
speaking,
it
just
occurred
to
me
that
I
think
this
is
sufficiently
important
that
I'd
want
us
to
move
ahead,
but
what
I'd
suggest
is
that
once
we've
invited
members
to
show
an
interest,
the
very
first
thing
we
do
is
get
the
whole
group
to
meet
with
Nicola
and
and
actually
work
out
where
we
go,
because
the
last
thing
I
want
is
a
scrutiny
process
to
actually
hamper
what
the
authority
is
doing.
But,
on
the
other
hand,
I,
don't
I.
A
I
have
to
say
from
the
point
of
view
of
my
ward:
I,
don't
want
to
lose
another
six
months
in
not
knowing
what's
happening
so
so,
if
we
could
do
that,
will,
but
try
and
work
with
Nicola
see
we're
actually
doing
things
that
will
will
help
rather
than
than
hinder
the
the
executive
process.
I
I
would
be
very
happy
in
that.
If
we
can,
if
we
can
make
that
work
which
which
is
taking
on
board
your
your
concerns
but
I
I,
think
cross-party
in
those
those
seat,
those
wards
that
are
most
directly
impacted
on
this.
A
There
is
such
frustration
that
we
don't
know
what's
happening
and
we've
been
promised
information
for
two
and
a
half
years
now
and
and
actually
are
no
further
forward
or
other
than
a
traffic
study.
That
proved
that
the
original
solution
wasn't
going
to
work.
So
we
need
to
keep
it
moving.
I
think
oh
I'll
give
Allison,
while
I'm
trying
to
work
out
who
else
wants
to
come
in
I.
L
B
Think
it's
it's
Jo
Holmes
is
the
scrutiny
officer
on
this
one.
So
if
we,
if
members
are
happy,
we
will
take
away
that
has
a
very
specific
action,
just
because
I
think
there
is
has
been
alluded
to.
There
is
some
risk
with
this
one,
that
if
we
don't
have
the
outcomes
and
scope
correctly
wrecked,
we
could
sort
of
run
ourselves
into
a
little
bit
of
trouble.
Given
that
the
relationship
with
the
other
authorities
would
that
be
acceptable
to
everybody.
B
O
H
O
O
G
Yeah,
thank
you
check.
Yeah.
There
there's
clearly
more
than
one
issue
going
on
here,
because
the
sum
of
money,
which
is
a
section
106
agreement
was,
was
a
was
fixed
quite
some
time
ago,
and
that's
all
he
says
the
the
committee
that
the
committee,
where
our
planning
committee
were
consulted
and
sent
a
message
for
the
next
day
for
South
Gloucestershire,
and
we
we
even
discussed
in
committee
whether
our
message
would
reach
them
the
next
day
before
they
made
their
decision
on
this,
because
it
was
such
last
minute.
G
We
actually
said
in
our
committee
that
we
wanted
the
solutions
to
be
in
place,
as
it
says,
in
advance
of
the
development
in
order
to
get
sustainable
travel
patterns,
even
just
looking
at
the
trouble,
not
the
other
things
in
from
the
outset.
So
you
didn't
get
the
second
and
third
and
fourth
car
in
the
sort
of
household
before
a
bus
gate
was
even
built
or
some
priority
measures
were
changed
on
one
of
the
roads.
G
Maybe
it's
the
scrutiny
of
how
we've
handled
it
internally,
not
not
interfering
with
the
legal
process,
the
agreement,
the
bids,
the
LEP
or
anyone
else.
It's
just.
Why
is
it
got
to
the
stage
where
we
don't
think
anything's
happening,
hundreds?
If
not
thousands
of
houses
are
already
built,
people
have
moved
in
I,
don't
know
if
any
measures
whatsoever
have
been
done.
You
know
to
reach
them
before
they've
arrived
and
decided
they
need
more
than
one
vehicle.
G
A
A
So
if
we
say
we'll
take
it
forward
with
a
working
group
but
agree
that
the
very
first
session
before
anything
else
is
decided,
even
in
terms
of
detailed
scoping
in
terms,
is
to
meet
with
Nikola
and
and
have
that
discussion
and
then
have
we
take
it
forward
from
there.
Okay
right!
Thank
you
next
I.
What
is
next.
A
F
So
what
can
I
say
I
well,
firstly,
if
you
assume
a
scope
which
is
just
about
counsel,
high-rise
buildings
rather
and
all
sorts
of
other
things,
and
secondly,
noting
that
I
did
set
up
a
meeting
of
Ellison
and
cancelled
it,
because
I
found
out
there
is
going
to
neighborhoods
screwed
and
they
another
one
with
Paul,
which
also
canceled
I,
found.
That
meeting
really
helpful.
F
Having
concerns
addressed
but
yeah,
if
anything,
you've
done
too
much
it's
a
skill.
Turning
a
compliment
into
an
insult
is,
it
is
a
anyway
it's
out
to
me
anyway,
and
this
is
my
view
of
and
possibly
any
feel
free
to
disagree,
but
my
view
is
be
he's
been
a
pretty
good
response.
So
far
there
will
be
issues
further
down
the
line
when
this
this
review
government
review
comes
out,
so
I'd
probably
I'll,
be
waiting
for
that
and
then
revisit.
A
So
I
I
had
the
feeling
from
from
comments
with
others
that,
whilst
we
don't
want
to
show
or
imply
that
we're
not
interested
in
this
they're
actually
because
you
and
your
team
are
putting
a
very
detailed
response
out
at
the
moment
that
we
are
better
delaying
the
process
and
and
Charlie
dazing
with
with
you
to
to
actually
identify
one.
We
can
engage
effectively
in
something
that
would
be
useful
rather
than
doing
it
now,
when,
when
people
are
flat
out
trying
to
respond
I'm.
H
Sorry
about
that
I
think
again,
timing
I
think
is
quite
important
here,
I
think,
there's
a
role
for
this
group
to
drop
in
and
out
at
certain
times
the
other
thing
which
I
think
and
and
I
I.
Don't
want
Alison
to
take
this
the
wrong
way,
I
think
it's,
it's
extremely
useful
to
have
somebody
outside
the
main
group
that
can
look
at
the
way
communication
is
working.
A
A
H
That's
I
was
chairing
that
one.
The
report
says
there
are
two
things
we
need
to
do.
In
fact,
we
did
agree.
There
were
going
to
be
three
things.
The
first
one
is
really
to
get
the
information
together,
because
the
officers
said
to
us
that
there
was
a
group
massive
amount
of
not
just
raw
data,
but
also
interactive
stuff,
which
could
be
quite
good
farming.
H
H
What
comes
back
from
the
consultation,
my
own
view
is
that,
as
I
made,
it
quite
clear
is
that
the
concert
consultation
is
not
is
not
helpful
and
that's
what
the
neighborhood
scrutiny
Commission
agreed
as
well
and
and
then
too
I,
don't
think
again.
What's
quite
what's
down.
Here
is
quite
right.
It's
near
enough.
It
talks
about.
H
Trying
to
develop
what
comes
out
of
the
consultation
in
terms
of
of
a
final
solution,
I
suppose,
that's
near
enough.
I
think
that
that
sort
of
that
sounds
about
having
a
second
referendum,
which
you
know
we
all
know
is
is
is
not
is
not
popular,
but
it
is
those
three
stages:
assembly,
information,
assembling
information,
looking
at
the
consultation
process
and
then
evaluating
what
comes
out
of
the
consultation
process
or
being
at
being
a
part
of
that
process.
H
We
found
out
very
quickly
that
timing
was
absolutely
crucial
and
instead
of
bringing
this
back
to
a
scrutiny,
Commission
or
something
that
a
commission
would
tailor,
such
as
a
select
committee
or
or
or
you
know,
another
process
of
gathering
information.
We
felt
that
because
those
because
of
August,
and
because
of
the
timing
of
getting
the
consultation
back
and
then
needing
to
move
very
fast,
that
we'd
probably
have
to
hold
this
in
the
task
and
finish
group,
and
in
that
respect
we
were
looking
for
then
that
task
and
finish
group
to
be
rather
larger.
A
Just
just
to
emphasize
that
point
that
auntie
made
what
we
were,
what
we
discussed
was
the
fact
that,
if
the
recommendations
are
going
to
be
prepared
for
cabinet
to
consider
in
January
that
we
could
make
constructive
comments
in
the
course
of
September
in
October,
but
by
that
point
they
would
be
made
into
final
recommendations,
then
simply
being
negative
and
criticizing
is
unlikely
to
endear
us
to
either
the
the
cabinet
member
or
the
SLT
member,
and
that
we
will
actually
not
have
the
ability
to
make
any
constructive
impact.
So
that
was
why
we
were.
A
F
I
have
to
say
is
that
there's
also
the
face
to
and
the
ability
to
do
stuff
in
the
longer
term,
which
actually
you
probably
because
the
clock's
ticking
with
this
first
paper
I,
see
that
the
phase
two
decisions
will
be
far
less
made.
So
they
may
be
much
be
big
part,
big.
Your
opportunity,
wind
influence,
what
happens
which,
which
my
thought
be
far
more
productive,
so.
G
Thank
You
Chet
no
I
was
one
of
the
neighbors
scrutiny
members
who
who
wasn't
involved
in
this
and
and
definitely
does
wish
to,
because
I
took
part
in
the
scrutiny
of
the
previous
consultation
about
our
libraries,
the
libraries
for
the
future
consultation,
which
had
the
biggest
public
participation
of
any
any
consultation,
the
city's
done.
Apparently,
thousands
people
responded
and
and
responded
to
a
two-stage
process
that
didn't
prevent
them
present
them
with
the
decision
to
make
before
the
discussion
could
take
place.
So
there's
a
lot
of
material.
G
Two
to
three
years
ago
when,
when
that
all
took
place
and
which
Curtin
should
inform
any
decision
the
cabinet
does
make
rather
than
present
in
the
public.
With
which,
which
closures
do
you
want
or
don't
you
want,
which
is
what
the
document
kind
of
in
its
barest
format?
She
does
at
the
moment,
other
than
a
little
box
that
they
might
choose
to
fill
in
instead,.
A
J
Thank
you,
I'll.
Do
this
very
quickly.
We
covered
this
earlier
in
the
meeting
and
I
think
the
the
reflections
of
some
of
us
that
we
shared.
Then
work
came
out
of
the
three
meetings
that
we've
already
had
on
this
very
ably
assisted
by
Denise,
Mike
and
Rory,
and
I
think
that
this
will
be
an
ongoing
work
will
perhaps
be
in
a
balance
for
a
little
while
now,
but
we
remain
ready
to
challenge
and
support.
A
I
think
the
only
thing
to
add
to
that
is
that
we,
we
ended
up
being
a
small
group
of
three.
We
recognized
to
give
it
credibility
and
move
forward
that
it's
got
to
be
cross-party
and
therefore
we
do
need
to
make
sure
that
we
would
bring
in
and
and
then
part
of
a
constructive
process
of
reviewing
what
what
is
going
on
through
the
planning
process,
but
as
a
means
of
making
sure
that
it's
then
recorded
and
the
monthly
meetings
as
a
as
a
matter.
Of
course,
there's
a
very.
A
M
A
So
what
is
so?
What
is
gonna
happen
not
quite
tomorrow,
but
but
very
soon
is
a
note
of
what
we
have
decided
tonight
is
going
to
be
circulated
to
all
I'm,
not
quite
sure
how
many
are
in
the
cabinet.
Now
but
or
everybody
who's,
not
in
the
cabinet.
All
members
say
whether
they're
in
scrutiny
or
just
in
planning
or
one
of
the
other
committees
all
are
going
to
be
having
the
details
and
asked
what
they're
interested
in
being
involved
in.
So
they
will
be
getting.
They
will
be
getting
the
the
that
I
think
Andrea.
A
Is
it
the
scoping
document
yep?
So
they
will
be
getting
the
scoping
document
to
outline
what
we
envisage
and
being
asked
and-
and
we
hope
that
they
will
be
encouraged
within
their
groups
to
actually
volunteer,
because
what
we
want
to
get
away
from
is
conscripted
individuals
who
are
turning
up
to
a
meeting
that
they
don't
have
an
interesting
and
instead
have
willing
volunteers
who
are
really
passionate,
but
that
might
prove
challenges
both
for
chair
and
offices,
but
it,
but
it
will
mean
we
have
people
who
really
want
to
be
there
and
that's
the
process
suit.
A
So
that
that
is
very
much
engaging
and
then
beyond
that,
by
having
regular
communication
with
members,
we
will
be
ensuring
that
members
are
aware
of
what
we're
doing
what's
in
our
work
program
and
also
having
the
opportunity,
if
there
are
issues
coming
up
to
flag
up
things
that
need
to
be
added.
So
we
recognize
that
scrutiny
hasn't
in
the
past
promoted
what
it
does,
even
with
other
scrutiny
commissions,
let
alone
with
members
who
are
not
involved.
M
That
all
sounds
wonderful
but
I.
Suppose
I
was
wondering
what,
if
you
get
twenty
volunteers
for
libraries,
which
I
think
will
certainly
be
a
popular
subject
and
and
none
for
I
don't
know
what
far
the
far
bit,
perhaps
because
it's
been
rather
wrapped
up.
Are
you
going
to
sort
of
set
any
limits
on
and
are
you
going
to
point
out
which
ones
need
across
party
grew
him
which
don't
I
mean
just
to
give
help
to
us
when
we
respond?
That's
all
we.
A
Will
I
think
I'm
looking
around
anyone
disagree
with
me.
I
think
we
like
them
all
to
be
cross
party
if
possible,
because
that
gives
more
credibility
and
it
makes
it
more
representative
because
in
the
same
way,
I
don't
I.
I,
really
don't
want
scrutiny
being
used
for
political
ends,
and
that
actually
means
that
we
need.
We
need
representatives
of
all
views
at
each
meeting
so
that
there
is
a
balance
and
a
counterbalance
and
and
actually,
but
if
we
do
that,
it
makes
the
outcomes
much
more
powerful
because
they
carry
weight
across
all
members.
A
But
we
won't.
We
won't
be
rationing
it
because
in
a
sense,
if
there
are
25
people
wanting
to
be
on
a
particular
working
group
and
only
three
on
another,
then
it
maybe
we
need
to.
We
will
need
to
reconsider
our
priorities,
because
actually
we
should
be
doing
what
members
feel
is
most
urgent
unless
there
is
an
overriding
fact
that
it
is
of
potential
interest
to
our
constituents
and
therefore
there's
a
sort
of
an
override.
A
So
I
I
have
a
very
relaxed
open
mind
on
that,
but
I
think,
judging
by
the
responses
we've
got,
whereas
we've
done
this
I've
been
amazed
how
much
what
a
wide
diversity
just
amongst
our
membership,
we
had
a
views
of
key
issues
and
if
people
have
to
choose
two
or
three
of
these
to
get
involved
with
I
think
we
will
find
that
we
will
have
numbers
that
will
will
populate
them
across
across
the
board.
Andrea
did
you
want
just.
P
You
know,
perhaps
of
breaking
off
groups
or
whatever
was
more
suitable
and
if
it
is
something
which
is
considered
to
be
really
important
by
awesome-
and
you
know,
there's
a
small
number
people
just
from
this
committee
with
the
cabinet
leaves
that
need
to
take
that
on
there.
May
you
know
that
may
come
up
and
that
just
due
to
sort
of
other
members
capacity,
we
may
not
have
huge
number
sometimes
but
I
think
there'll
be
something
that
we
would
certainly
as
like
board
members
here,
encourage
go
back
to
groups
and
encourage
that
to
take
place.
P
F
B
B
We
we
had
envisaged
in
the
scrutiny
team
when
we
have
responses
back
from
people
over
actively
asking
people
about
sort
of
the
level
of
engagement
they
want
to
be
in
because
some
members,
for
example,
may
wish
to
actually
only
receive
kind
of
emails
and
updates
and
be
able
to
contribute
that
way.
Others
may
wish
to
be
actively
kind
of
undergoing
site
visits,
etc
and
I
think
as
part
of
the
scope
and
when
we
have
and
the
membership
which
we
would
circulate
to
everybody
as
soon
as
we
have
that
membership
as
well.
B
So
if
we
do
have
any
issues
with
a
particular
group,
for
example,
weighted
to
one
towards
one
political
party
would
circulate
that
membership
that
and
draw
attention
to
all
members,
including
party
whips
of
this,
is
the
membership
that
has
has
come
together
around
this
item.
Do
you
wish
to
reconsider
whether
you
want
to
chat
one
of
your
members
about
going
on
to
that?
Obviously,
that
will
be
over
completely
to
the
members
over
over
to
you
and
in
terms
of
color.
B
As
we
said,
the
ways
of
working
it
may
be
that
you
have
a
very
large
topic.
That
could
be
divided
into
different
work
streams
that
different
members
can
pick
up
subject
to
kind
of
their
capacity.
I
think
it.
It
really
will
be
an
evolving
piece
and
what
I
think
we've
got
to
do
first
is
agree.
The
Scopes
today
have
those
go
out
to
all
the
members
and
then
actually
sort
of
go
from
there,
because
I
think.
B
I'm
very
happy
to
do
is
is
to
send
a
communication
and
to
all
members
that
says
that
that's
where
we
were
cuz,
we
did
issue
the
presentation
to
all
members
today,
but
I
think
just
particularly
with
the
the
kerbs
patch
reishi
that
came
out.
I
wouldn't
want
to
issue
something
to
all
members
that
we
could
find
ourselves
sort
of
tripping
over
or
getting
into
any
kind
of
legal
issues.
If
that
is
the,
hopefully
what
the
committee
will
agree
because
I
am
leaving
the
country.
Apologies
for
three
days.
F
Jeff,
so
yes,
we
had
a
meeting
with
myself
ash
Anthony,
Jill,
Jude,
John,
Wellington,
well,
I
think
we
basically
agreed,
as
it
says
there
there's
a
two-phase
thing.
The
first
phase
is
basically
actually
pre
decision
scrutiny
of
proposes,
which
you're
already
under
development
I've
said:
I've
got
really
what
they
are,
but
the
second
phase
is
a
much
more.
F
A
A
But
actually
sitting
in
actors
is,
it
is
the
immediate
and
the
longer-term
I
think
is
a
sensible
way
of
managing
that
and
again
it
would
seem
to
me
that,
from
what
I'm
reading
the
executive
would
welcome
the
engagement
in
that
process
with,
with
with
the
challenges
that
actually
you've
identified,
that
we've
got
a
we've,
got
a
help
resolve
so
I
think
if
we
can
do
that
in
the
in
the
longer
term,
that
makes
that
makes
sense.
Okay,
everybody
happy
with
that.
Oh
yes,.
M
D
O
Thank
You,
chair,
yeah
I,
was
wondering
why
it
was
right
at
the
end,
but
I
hadn't
worked
out
the
alphabetical
significance,
so
that
explains
everything
because
obviously
Social
Services
is
such
a
huge
part
of
the
council
budget
and,
as
Ben
mentioned
earlier,
when
we
were
talking
about
commissioning,
we
were
actually
concentrating
on
how
the
three-tier
model
is
working
in
practice,
because
it's
been
going
now
for
two
years.
So
we
think
now
is
the
time
that
we
should
properly
scrutinize
it.
O
We
have
had
interim
looks
at
it,
but
we
think
it
is
now
really
time
to
have
a
proper,
in-depth
review
of
what's
happening.
Is
it
working?
What
are
the
public
thing?
What
do
we
think?
How
well
is
is
it?
Is
it
moving
forward,
so
I
don't
think
it's
very
much
more
to
say
on
it
other
than
we
think
this
is
an
essential
piece
of
work.
A
A
O
You
you
write
down.
These
are
just
the
preliminary
notes
from
our
first
session,
but
it's
not
only
bad-looking
per
se.
It's
also
about
rehab
when
people
are
discharged
from
hospital
and
how
is
that
working,
because
that
actually
has
a
huge
impact
if
they're
fit
to
leave
hospital,
but
there's
nowhere
for
them
to
go.
O
That's
one
thing,
but
it's
also
getting
them
back
into
as
much
mobility
as
as
possible
and
as
much
being
able
to
look
after
themselves
without
the
involvement
of
social
services
to
send
in
carers
all
the
time
so
that
all
of
those
are
actually
part
of
the
bigger
picture
and
and
you're
right.
They
should
probably
be
scoped
out
a
little
more
in
this
document.
C
There's
just
two
points
that
I
thought
that
possibly
that
needed
to
be
factored
into
this
document.
One
was
around
the
market.
We
spoke
about
this
earlier
I.
Think
from
our
own
analysis,
when
we
look
at
what
it,
what
is
driving
the
pressures
in
adult
social
care,
the
market
is
as
much
influencing
Lee
or
or
the
cost
driver
than
as
is
demand,
and
it's
difficult
to
look
at
one
in
isolation
and
the
other
area.
A
Now
the
sort
of
question
I
have
in
terms
of
probably
both
of
these
is
is
the
working
group,
the
right
mechanism
or
are
both
of
the
this
and
the
next
one.
Are
they
actually
longer
term
pieces
of
work
that
we
possibly
needed
more
of
a
commission
committee
type
system,
because
it's
going
I
would
have
thought
going
to
be
asking
for
presentations
and
then
probing
and
asking
questions
and
wanting
more
feedback
in
so
I'm
I'm.
Only
just
questioning
what
is
going
to
be
the
best
format,
I
think.
O
A
A
Have
discussions
with
with
Helen
on
the
Adult
Care
one
because
I
remember
Helens
in
both
cases,
because
I
think
I
think
again
is
it's
actually
how
how
this
can
engage
with
the
executive
members
and
how
they
feel
it
can
move
forward?
It's
more
important
than
us
setting
up
a
structure
that
that
we
think
works.
It's
got
a
it's
actually
got
to
be
one
that
works
with
them
and
and
well
I'm,
John
Redman
as
well.
A
O
That
was
probably
quite
a
sensible
way
fold.
Both
cabinet
members
were
out
the
scoping
meetings,
so
they
are
fully
aware
of
it,
but
because
it
is
such
a
big
subject
in
both
cases,
I
think
we
do
need
to
go
into
it
in
a
lot
more
detail
before
we
move
on,
but
just
to
get
it
out
there
to
say
this
is
what
we
want
to
be
looking
at.
It's
the
initial
part
of
it
good,
because.
H
Interested
as
to
whether
Brenda
you
think
this
could
be
blue
sky
thinking,
because
I
even
with
20,
absolutely
passionate
councillors,
I
really
can't
see
that
we
can
do
this
when
people
that
are
embedded
in
this
process
and
have
been
all
their
professional,
many
of
the
professional
eyes
have
actually
come
up
with
it
with
a
solution.
Surely
the
answer
is
to
examine?
What's
going
wrong
with
the
present
system,
rather
than
trying
to
reinvent
something
yeah
I
finished,
sorry,
I,
don't.
O
Think
we're
actually
trying
to
reinvent
something.
What
we're
trying
to
do
is
look
at.
What
is
in
place
currently
and
say
is
that
working
is
that
the
most
effective
way
of
tackling
these
issues?
So
it
wasn't
intended
to
be.
Let's
look
for
something
completely
different.
It
was
a
review
because
this
has
been
going
on
for
two
years
now
as
to
whether
it's
the
effective
way
of
tackling
it.
H
I
mean
I've,
attended
a
couple
of
people,
scrutiny
commissions,
for
other
reasons
where
this
has
been
on
the
agenda
and
that
conversations
been
going
on
you've.
You
actually
had
experts
in
and
spoken
to
them.
So
isn't
this
something
that
you
know
we
can
build
on
what's
already
gone
ahead
through
our
council
process
and
trying
and
just
try
and
I-
don't
know
diverge
a
bit
from
that,
but
I'm
really
worried.
This
is
such
a
massive
piece
of
work
and
it's
not
happening
in
Bristol
and
it's
happening
all
around
the
country
and
I.
You.
M
O
A
A
T
I
think
if
it
focuses
just
on
that,
rather
than
having
the
huge
remit
that
say,
I
mean
people
scrutiny
I've
covered
on
it
once
and
it
had
such
a
huge
remit.
There's
so
many
different
things
going
on
that
I
think
that's
probably
where
things
do
get
lost
in
that
there's.
Just
so
much,
and
it
looks
like
a
giant
mountain
rather
than
well
the
giant
mountain
that
what
you're
going
to
do
is
gonna
be
honest,
but
at
least
it's
just
the
one
peak
to
climb,
rather
than
15
in
a
meeting
or
something
thank.
A
A
They
would
focusing
on
one
thing
other
than
trying
to
look
at
this
and
deal
with
everything
which
I
think
Anthony's
right
is
is
actually
it's
too
big
a
task
for
any
one
group.
So
that's
just
a
question
of
whether
we
might
we
might
but
doesn't
stop
this
being
put
out
for
the
inviting
of
interest,
but
perhaps
we
need
to
be
working
up
a
way
of
breaking
it
down.
Does
that?
Does
that
seem
reasonable,
yep.
O
U
O
A
I
think
the
same
comments
probably
apply
to
the
second
paper
on
children
as
well.
So
do
we
do
we
if
we
apply
the
same
comments
to
that,
but
try
and
break
it
down
into
I,
won't
even
say
manageable
chunks,
because
they're
still
not
manageable,
but
but
but
but
more
manageable
than
the
whole
issue
that
might
be
might
be
appropriate
right.
K
This
is
just
general,
following
on
from
some
of
the
comments
that
the
questions
that
Harriet
raised,
I,
don't
really
feel
I've
been
very
engaged
in
the
whole
process
of
the
task
and
finish,
and
the
sort
of
replacement
for
scrutiny
and
I
am
quite
concerned,
because
I
really
do
think.
I
should
have
been
part
of
the
library's
task
and
finish
group,
but
somehow
I
didn't
yeah.
Yeah
I
understand
yeah,
but
the
thing
is
that
what
what
walk
slightly
concerns
me
is
that
awesomes
take
obviously
has
an
oversight
role.
K
But
those
of
us
who
sat
on
scrutiny
seemed
to
sort
of
light,
have
lost
our
roles
and
we're
waiting
to
be
sort
of
picked
up
by
awesome.
And
that
does
concern
me.
It
doesn't
mean
that
I,
just
that
I,
don't
agree
with
the
idea
that
the
new,
the
new
way
of
doing
things
I
think
it's
an
interesting
and
it's
probably
going
to
be
more
effective.
But
it
slightly
worries
me
that
what
we've
effectively
got
is
a
group
of
people
that
make
their
all
the
decisions
about
what
everyone
else
does
and
that's
probably
part.
K
The
reason
why
I
came
today
was
I
didn't
want
to
miss
out
on
you
know,
decision
on
those
decisions,
so
I've
got
a
couple
of
concerns.
I'd
like
to
sort
of
kind
of
raise,
perhaps
with
and
Andrea
can
perhaps
take
into
consideration
when
she
comes
back
with
whatever
she's
going
to
send
out
on
behalf
of
the
committee.
K
Is
that
one
that
we,
you
know
I
want
to
know
where
lead
the
leadership's
going
to
be
coming
from
here,
because
is
it
just
going
to
be
coming
from
awesome,
or
is
it
going
or
people
going
to
get
the
opportunity
to
take
the
lead
on
pod
eight
projects
that
they're
concerned
about
so
isn't
just
going
to
be
awesome
and
then
the
other
thing
that
I
wanted
to
raise
as
a
point
of
interest.
Is
that
there's
clearly
obviously
we're
trying
to
avoid
avoid
silos,
we're
trying
to
get
into
a
situation
where
there's
more
fluidity
and
more?
K
Think
we
need
to
be
quite
practical
because,
if
we're
going
to
lose
out
on
our
support
officer
support
to
some
degree
which
is
partly
what's
driven,
this
am
I
right
here
that
we
don't
necessarily
have-
or
as
many
people
to
kind
of
run,
scrutiny
and
other
counsel,
and
you
know
types
of
Earth
group
that
we
are
going
to
be
able
to
manage
that
can
at
those
connections.
Well.
K
So
if
there's
nobody
there
taking
minutes,
for
example,
of
a
particular
group
that
there
is
we're
in
a
position
that
we're
able
to
do
use
our
own
knowledge
and
expertise
to
actually
share
that
information.
So
you
talked
about
having
somewhere
on
the
internet
that
we
would
be
able
to
go
to
to
get
information
about
particular
scrutiny
type
groups.
But
will
we
actually
be
able
to
have
proper
tagging
of
every
every
group
meeting
so
that
those
so
that
other
people
that
aren't
members
currently
members
of
a
group
will
pick
up
on
a
subject?
P
I,
like
these
points
that
Jays
made,
like
notice,
I,
think
they're
really
important.
So
the
direction
for
this
show
came
from
from
for
Marvin
directly
really
and
making
sure
that
what
awesome
and
therefore
any
scrutiny
functions
doing
is
really
in
line
with
our
manifesto.
It's
not
to
my
knowledge
about
any
staff
reduction.
That's
nothing!
I'm!
Looking
at
staffing,
that's
not
being
something
that
sort
of
I've
heard,
because
I
think
that's
really
important
that
we
do
need
things
to
be
more
as
we
doing
this
thing
still
be
minuted
and
we
need
everything
to
be
monitored.
P
Dawn
and
I've
had
a
really
brief
conversation
just
about
this
needing
to
go
back
to
groups
political
groups
and,
as
that's
represented
on
this
I
think
you
know
certainly
like
for
us
that
would
be
making
sure
that
was
really
inclusive
within
our
group
and
I'd
hope
that
other
parties
would
do
the
same.
But
I
do
think
that
the
there's
sort
of
two
sides
that
one
making
sure
that
all
non
members
of
this
committee
are
involved
and
equally.
P
That
hat
is
really
important
for
awesome
members,
because
the
workload
would
be
too
high
if
it
was
entirely
down
to
people
in
this
room
at
the
moment.
So
I
think
that's
really
important
and
something
that
we
just
need
to
be
perhaps
mindful
of
and
maybe
have
as
a
standing
agenda
item
are
looking
at
the
is
the
process
still
working,
because,
while
we're
changing
something
dude,
this
is
a
time
to
review
it
and
take
feedback
as
we
go
along.
Is
that
you
know?
Do
people
feel
that
you
know
it's
inclusive
or
not?
K
Yeah
I
mean
thanks
for
the
clarification
about
the
staffing.
It's
just
that,
what's
like
I
would
be
slightly
concerned
about
is
in
difficult
times
that
we
are
going
through
at
the
moment.
If
we
have
a
lot
of
groups
and
we're
expecting
a
lot
of
officer
involvement
that
we
I
think
we're
going
to
be
disappointed
because
there
just
aren't
the
resources
and
therefore
we
need
to
be
quite
careful
about
managing
that.
You
know
our
workload
because
it
will
impact
on
our
offices,
so
can.
A
I
just
another
because
I
think
the
other,
the
other
thing
we
we
have
got
to
change
the
way
we
operate
its
members
there.
There
is
a
reduction
in
resource,
but
it's
it
is
actually
beyond
my
comprehension.
While
we
actually
needed
someone
to
take
the
minutes
of
our
meetings
and
someone
to
be
the
scrutiny
officer,
our
meetings
so
actually
having
one
person
doing
both
those
roles.
A
It
makes
it
more
interesting
and
and
possibly
more
challenging
for
the
person,
but
that
isn't
an
unrealistic
way
forward,
but
also
we
don't
need
to
have
I
mean
we
should
be
capable
of
developing
thoughts
and
policy
and
contributions
without
someone
there
to
to
actually
record
us
and
guide
us
at
every
stage,
but
we've
been
spoiled
because
we've
got
used
to
doing
it.
Now,
we've
got
to
make
sure
the
communication
work.
A
K
Question
probably
Nancy
might
be
the
best
person
to
answer
this
one.
It's
regarding
Freedom
of
Information,
because
we're
we're
not
recording
our
meetings.
I
understand
that
if
they
go
to
us
and
they're
be
recorded,
are
we
going
to
be
protected
from
you
know,
sometimes
quite
mischievous
and
almost
malicious
requests
for
information
where
people
of
has
sat
down
and
had
a
conversation
and
because
they're
someone's
aware
they're
those
that
conversations
taken
place
that
there's
going
to
be,
and
you
know
we're
going
to
be
adequately
protected
from
being
expected
to
provide.
K
B
B
I
think
anything
that
requires
a
significant
decision
or
a
production
of
a
significant
recommendation,
definitely
would
be
coming
towards
them
or
equally
it
may
it
may
feel
that
the
members,
for
example,
if
you're
doing
something
so
significant,
you
actually
say
we
feel
we
need
to
hold
a
special
public
meeting
on
this
working
groups,
as
we
have
at
the
moment,
and
we've
had
some
working
groups
as
well,
haven't
always
been
necessarily
minuted
or
recorded.
So
I
think
there
isn't
necessarily
the
change
there.
B
What
I
will
flag
is
just
just
for
the
avoidance
of
doubt
in
terms
of
the
scrutiny
team.
There
were
two
point:
six
full
times,
two
point:
six
scrutiny
officers
and
three
individuals
that
remains
the
same.
What
we
have
removed
is
we
have
removed
the
having
a
DSO
clocking,
the
meeting
and
a
scrutiny
officer
in
the
meeting.
At
the
same
time,
because
we
have
had
reductions
in
the
DSO
side,
they
need
to
be
focus
on
the
regulatory
meetings
etc.
So
we
don't
have
that
function
anymore,
but
what
was
it
read
by
Azam?
Is
there?
B
The
meetings
are
webcast.
We
would
capture
action
notes,
not
necessarily
full
detailed
notes,
but
because
they
are
webcast
the
Azam
meetings.
If
we
need
to
go
back
and
see
exact
details
also
as
well,
the
scrutiny
officers
have
worked
with
our
members
for
a
very
long
time.
We
know
when
might
be
more
appropriate
to
expand
details
where
something's
particularly
kind
of
controversial,
and
so
that's
how
we're
working
then
the
other
option
is
is
Lucy
Fleming
and
myself
also
have
additional
responsibilities,
but
we
are
still
dedicating
the
scrutiny
team.
B
So
it's
still
two
point
six
scrutiny
officers,
but
what
they
will
be
doing
is
rather
than
spending
their
time
working
through
meeting
with
lots
of
reports,
they'll
be
actually
more
doing
more
supports
and
I
do
think
as
well.
I
will
flag
that
we
have
said
through
this.
There
is
no
escaping
the
fact
that
the
organisation
is
getting
smaller.
We
have
got
budget
challenges
that
hasn't
been
the
driver
for
this.
Well,
my
perspective
hasn't
be
the
driver,
but
I
do
I
do
think
it
has.
F
I
just
like
to
pick
up
on
councillor
Keaton's
remark
about
the
changes
to
us
on
being
driven
by
Marvin
and
register.
My
deep
concern
of
the
ight
dear
can
I
finish
please
well,
a
scrutiny
cannot
be
controlled
by
the
administration
cannot
be
that's
totally
unacceptable.
Well,
if
you'd
like
to
clarify
that's
fine,
that's.
P
A
Can
I
just
interject
before
you
dig
yourself
a
bigger
hole
they?
Actually
it's
not
as
far
as
I'm
concerned.
It's
nothing
to
do
with
the
manifesto.
The
manifesto
happens
to
be
what
is
populating
the
mayor's
objectives
and
and
that
what
what
I'm
scrutinizing
is
the
the
mayor
and
his
team
delivering
their
objectives
and
whether
those
objectives
are
either
the
right
objectives
and
even
whether
I
agree
with
the
objectives
or
not
whether
how
they're
carrying
them
out
is
the
most
effective
way
of
carrying
them
out.
A
P
That's
but,
however,
on
our
work
program,
what
I
meant
by
that
is
it
and
it
says
it
on
the
work
program
like
why
are
these
things
being
raised,
and
it's
mentioned
a
number
of
times
because
in
certain
cases,
because
they
have
come
up
as
priorities
in
the
manifesting
that
we've
had
that
document
tonight?
Okay,
so
that's
the
reference!
Sir
I
know:
we've
had
conversations
about
that.
P
It's
like
I
was
rating
Jeff,
haven't
we
so
what
I
would
expect
this
group
to
flag
up
if
there
was
something
that
was
seemingly
way
outside
things
that
we
had,
you
know
would
expect
to
be
being
done.
We
would
flag
that
up.
Okay,
and
it
is
slightly
different
because
now
I
wouldn't
scrutinize
conservative
manifesto,
but
we
have
an
elected
Lanie,
but
what
I
would
actually,
but
we
haven't
had
done,
but
we
do
have
an
elected
labor
administration
here,
so
there's
bound
to
be
things
in
our
work
program
that
are
linked
to
this
particular
councils
pledges.
P
A
A
Yeah
and
I
stand
up,
but
I
think.
The
other
point
is
that
actually
cross
party,
there
are
a
lot
of
things.
We
agree
our
priorities,
which
is
actually
what
what
this
is
about.
They,
actually,
if
you,
if
we
went
back
to
who
voted
for
what
you
would
find
it
all
in
the
top
ten
and
had
members
from
all
parties
supporting
them
and
I.
Think
to
me,
that's
that's
how
we
actually
can
seem
to
be
objective
and
constructive,
so
Brenda
I
think
we
have
agreed
on
the
children
issue
it
deal
with
that
in
the
same
way.
A
A
Or
even
though,
but
given
given
both
you
work
in
that
environment
and
yet
and
and
and
and
you've
got
young
children
as
well,
could
I
think
that
if
you
were
able
to
to
perhaps
come
back
to
another
meeting,
then
our
next
meeting?
Yes,
some
outlines
yes,
awesome
thoughts,
say
that
might
be
the
way
to
take.
P
It
forward
yes,
a
Tom
and
I
are
gonna
work
on
that.
What
we
wanted
is
to
ensure
that
what
was
for
that
for
anyone
who
wasn't
there
didn't
hear
this
bit
if
their
last,
the
awesome
sort
hot
house
was
to
ensure
that
the
the
priorities
of
what
the
youth
councils,
the
councilors
and
mayor's
have
priorities
that
we
were
backing
that
up
and
seemed
to
be
supportive
of
their
sort
pledges
and
the
good
work
that
they
do.
H
A
A
B
Thank
You
chair,
and
so
you
what
was
requested
at
the
last
awesome
meeting
members
expressed,
wish
to
have
an
agenda
item
at
overview
and
scrutiny
under
your
neighborhoods
consultation.
What
author
has
occurred
is
that
the
neighborhood
scrutiny
have
examined
the
your
neighborhoods
consultation
related
to
the
neighborhood's
areas.
People
scrutiny
also
had
on
their
agenda.
The
people
related
items
that
are
in
the
your
neighborhood
scrutiny,
and
so
the
focus
of
this
session
is
obviously
we.
Those
two
Commission's
have
examined
quite
in-depth.
B
Quite
importantly,
the
what
happens.
Next,
with
the
consultations
of
what
happens
on
the
5th
of
September
and
thereafter
when
the
consultation
finishes,
and
it
was
requested
that
councilor
craigers
the
portfolio
holder
attend
the
meeting
to
address
any
questions.
So
I
think
that's.
That's
in
summary,
I
believe
what
members
wished
this
agenda
item
to
focus
on
so
represented
that,
hopefully,
on
behalf
of
azam
and
then
over
to
questions.
M
H
H
This
topic
to
the
mayor
at
cabinet,
with
the
concerns
that
were
raised
about
about
the
document
and
the
consultation
process
generally
I,
would
make
one
observation
on
that.
Since
then,
is
that
I
think
had
we
looked
at
all
the
components
of
the
mine
neighborhoods
consultation,
which
we
didn't?
We
looked
at
the
ones
that
affected
neighborhood
scrutiny.
H
I
think
we
would
have
seen
that
the
one
that
deals
with
Community
Links
is
does
actually
tick
the
boxes
it
does
actually
introduce
the
subject
make
it
quite
clear
what
the
issues
are
and
what
the
attempts
have
been
made
to
answer
it
and
that
sort
of
invites
a
consultation,
and
it
certainly
invites
the
boxes
to
be
filled
in
I
suspect.
The
other
four
do
not
and
I
think
that's
what
that's
what
we
were
concerned
about
I
think
we
might
have
made
a
slightly
more
tolerant
response.
H
Had
we
looked
at
the
one
that
wasn't
in
our
brief,
which
I
think
was
much
better.
So
that's
a
personal
observation
and
I've
made
that
point
to
the
mayor
on
a
couple
of
occasions.
I
think
that
was
the
rest
of
the
community
links.
One
was
good,
but
the
other
ones
in
our
brief
were
not,
and
that's
what
I'm
going
to
be
talking
a
cabinet
about
this
week.
D
G
The
way
they're
laid
out
the
way
questions
are
placed
about
picking
one
of
three
options:
we've
actually
had
to
say
to
people.
The
best
way
to
fill
it
in
might
not
be
to
take
any
boxes,
but
to
do
it
online,
where
you
don't
just
get
a
tiny
little
space
which
has
access
issues
if
we're
saying
actually
the
the
really
effective
way
to
make.
G
If
you
want
to
see
a
different
approach,
for
instance
to
two
libraries
or
public
toilets
or
whatever,
and
and
so
we
we
try
to
engage,
but
it's
very
hard
to
engage
when
you
might
get
tens
of
people
to
a
meeting,
but
you've
got
thousands
of
residents
and
you
might
have
10%
of
them
on
a
mailing
list
by
email.
But
you
might
not.
G
G
But
it's
a
shrinking
for
whatever
reasons,
but
but
we're
being
asked
to
to
take
on
more
and
then
do
more
and
everyone's
being
told
to
come
to
us
more
and
the
structures
that
we're
in
place
are
being
removed
or
have
already
been
removed.
The
budgets
already
been
cut,
in
fact,
a
budget.
We
thought
we
legitimately
allocated.
Sir,
a
neighborhood
partnerships
still
in
place.
A
neighborhood
committee
passed
a
budget
spending
approval
in
my
neighborhood
and
that's
been
frozen
by
the
council
on
the
basis
that
in
future
we
wouldn't
be
able
to
do
that.
G
A
A
A
No
choice
at
all
because
their
library
is
being
closed,
come
or
my,
and
that
I
understand
there
are
difficult
decisions
in
that
there
will
be
unpalatable
decisions
and
ones
that,
as
members
and
on
residents
we
may
not
like.
But
there
are
ways
of
engaging
in
that
process
that
leave
people
feeling
they're
being
properly
consulted
and
there
are
ways
of
engaging
with
them
that
leave
them
feeling
totally
distrustful
of
the
whole
way.
A
It's
being
done,
and
unfortunately,
someone
has
decided
that
we
go
down
a
route
that
portrays
the
council
and
a
very
poor
light
in
the
minds
of
the
people
who
are
being
consulted
and
I.
Don't
believe
that
is
in
the
interests
of
all
over
the
mayor
of
the
council
and
of
anybody
else
and
I.
Think
it's
a
great
pity.
Anthony
just.
H
Ten
seconds
I
dangerously
close
to
agreeing
with
you
on
that,
but
the
the
important
thing
is
not
that
people
feel
distrustful
of
the
council,
it's
that
they
will
feel
unwilling
or
not
inclined
to
engage,
and
this
is
a
consultation.
It's
about
engagement,
it's
about
gathering
people
in
and
asking
for
opinions.
Even
if
the
opinions
are
are
on
a
flawed
subject
and
it
it
fails.
It
seriously
fails
to
do
that
and
that's
that's
what
we're
I
have
to
draw
the
line.
It's
not
working
Don
then.
D
J
By
and
large,
a
very
by
and
large,
a
very
positive
meeting,
I
think
what
is
going
on
here
is
you've,
got
two
processes
going
on
at
the
same
time
and
they
don't
help
each
other.
One
is
the
statutory
duty
to
consult
and
it's
very
meat
that
that
process
was
designed
at
a
time
when
you
had
it
wasn't
driven
by
financial
cuts.
You
got
choice,
a
choice,
B
choice,
C
and
all
are
possible,
and
you
you
know
you
ask
people
which
they
would
prefer
now.
Unfortunately,
it's.
How
do
you
want
you,
whatever
served?
J
Isn't
it
basically,
and
that
is
obviously
not
easy
to
frame
I
mean
how
do
you
frame
something
that
nobody
wants?
That's
an
impossible
task.
On
the
other
hand,
you've
got
the
real
dialog
going
on
whether
it's
case
by
case
situations
of
you
know,
people
having
different
situations,
complex
situations
where
their
library
is
locked
into
a
project,
eyes,
type
situation
or
it's
it's
based
in
the
end
of
another
building,
all
those
very
difficult,
but
those
discussion,
individual
discussions
going
on
at
the
same
time
and
I
agree.
J
It's
very
very
messy
and
I
think
you're
caught
between
a
rock
and
a
hard
place
here,
but
I
think
by
and
large
it's
growing
about
as
well
as
it
can,
but
I
agree
that
the
you
look
at
the
written
document
doesn't
look
very
good,
but
that
isn't
the
whole
consultation
process
and
that
probably
isn't
the
way.
We'd
approach
the
consultation
process.
If
that
law
didn't
oblige
us
to.
But.
A
My
my
library
produced
I
think
it
was
1700
or
1900
responses
to
that
consultation.
And
yes,
that
was
a
major
effort
to
get
that
number
of
responses.
But
there
isn't
even
acknowledgement
this
time.
They
did
that
that
anything
came
out
of
that
process
when
it
was
consulted
on
before,
and
it's
a
great
pity
that
the
outcomes
of
that
consultation,
the
suggestions
for
alternatives
and
even
the
people
who
offered
to
volunteer
to
help
keep
their
libraries
open
at
that
time,
we're
not
even
followed
up
and
that
that's
very,
very
sad
Martin
and
then
Anthony.
K
I
take
on
board
what
Don
says
about
the
consultation.
The
actual
document
only
been
one
part
of
it,
but
it's
a
little
bit
like
the
head
of
the
sit.
Sorry
to
be
crude,
but
actually
you
know
what's
going
on
underneath
is
kind
of
not
everybody
else
is
aware
of
that
and
that's
what
I
had
the
problem
I
have
with
the
actual
consultation.
In
that
you
know
it's
fine
to
say
yes,
but
there's
all
this
other
stuff
going
on,
but
most
people
don't
know
about
that.
They
only
know
about
the
head.
K
K
But
actually
you
know
we've
all
discussed
this.
There
are
lots
of
other
possibilities
and
to
me
that
is
the
problem,
though
the
information
that
the
lack
of
sort
of
presentation
of
those
possibilities,
even
if
they
were
done
in
a
very
general
sense,
because
we
hadn't
had
the
discussions.
You
know
the
fact
the
matter
is
that
people's
a
lot
of
people
still
think
that
the
only
options
are
that
either
they're
like
beach
ups
or
someone
else's
library,
shops.
And
for
me,
that's
the
big
problem
with
this,
because
I
know
there
are
lots
of
possibilities.
K
There
are
better
better
options
and,
but
unfortunately
not
everybody
does,
unless
you
state
it
isn't
obvious,
they
will
just
see
option
a
option,
B
an
options
saying
or
one
two
and
three.
So
for
me,
that's
where
this
falls
down
and
then
I
just
want
to
make
another
point
because
I've
had
this
had
a
discussion
with
somebody
who
delivers
some
adult
learning
courses
and
he
works
with
people
who
are
who
have
low-level
English
and
ICT
skills,
and
he
has
made
some
comments
about
the
consultation
he
wasn't
able
to
attend.
K
The
meeting
in
China
Hampton
yesterday,
which
I
agree,
was
very,
very
well
attended
and
thank
you
to
all
the
offices
who
provided
their
support
on
that.
But
he
said
that
he's
attempted
to
support
his
sort
of
students
to
access
the
online
consultation
but
discovered
that
it
was
unlikely
that
for
this
to
happen,
he
said
there
are
usually
about
six
people
in
the
session.
K
The
people
that
he
supports
supporting
them
would
require
one-to-one,
as
the
number
of
clicks
and
Scrolls
required
to
enter
the
consultation
is
initially
prohibitive
and
that's
after
finding
the
page
via
Google,
which
is
a
challenge.
So
we're
talking.
You
know
okay,
most
of
us,
our
knowledge
is
a
bit
more
than
that,
so
we
will
find
it
so
that
once
the
section
is
complete,
it
doesn't
automatically
move
to
the
next
section,
but
back
to
the
top
of
the
page,
so
one
has
to
scroll
down
again
and
click
on
the
next
section.
K
The
wording
is
too
technical
and
with
very
long
sentences
and
technical
jargon,
and
so
the
simplified
version
is
required.
In
my
opinion
that
asks
users
about
the
services
they
use
and
what
they
would
do
if
they
were
no
longer
there
as
an
alternative
now,
I
think
there
might
be
something
more
simplified,
but
if
someone
like
this
doesn't
know
that
that
is
available,
we
do
have
a
problem
because
people
are
missing
out.
So
it
says,
whilst
the
consultation
in
its
current
form
is
thorough
and
ideal
for
those
who
are
I
see
ICT
literate.
K
A
It's
probably
my
IT
skills
that
mean
that
I
find
them
daunting,
but
it's
really
it's
sort
of
concerning
to
hear
comments
like
that,
because
if
we're
scaring
off
the
very
people
that
we
ought
to
be
hearing
the
views
of,
then
there
is
a
really
big
issue.
So
Andrea,
could
you
follow
that
up
when
you,
when
you
return
Martin
thank.
G
You
and
I'm
just
reflecting
them
my
my
role
over
three
years.
It's
now
the
fourth
year
in
scrutiny
of
this
service,
these
services,
neighborhood
services,
libraries
and
so
on
and
and
the
fact
I
think
it
was
last
November
when
the
mayor's
budget
documents
were
published
and
I
said
it's
going
to
affect
libraries.
We
must
make
sure
and
I
said
this
in
scrutiny
means
we
must
make
sure
all
those
documents
are
very
visible
and
available
that
we
prepared
a
couple
years
earlier
to
do
with
libraries,
because
we've
learned
a
lot.
It
was
an
immense
consultation.
G
It
was
also
an
two
stages,
as
I
said,
there's
more
than
one
way
to
do
it.
You
know
to
consult
without
going
straight
to
which
do
you
prefer
a
B
or
C,
and
and
we
we
had
experts
from
Carnegie
trust
from
the
I
think
it
was
House
of
Commons
inquiry
into
libraries
or
Parliament's
inquiry
into
libraries,
and
we
had
community
kind
of
practitioners.
We
had
librarians,
obviously
researchers,
academics
if
they
saw
what
we're
offering
now
when
I
think
about
it.
G
Actually,
they
would
be
pretty
appalled
because
they
came
to
Bristol
and
spent
a
day
with
us
talking
about
all
these
things,
and
we
took
a
lot
of
it
on
board
the
members
who
were
there.
It
almost
feels
like
it's
sort
of
year,
zero
and
that's
before
so
it
doesn't
count
and-
and
you
know,
I-
that's
why
I
said
what
I
said
in
in
meetings
over
the
last
six
or
eight
months
with
breeches,
we
mustn't
lose
all
that
information.
G
It's
it's
been
used
and
explored
and
considered
very
relevant
to
Bristol
and
its
communities
and
its
services,
and
yet
it's
invisible
in
terms
of
the
certainly
there
that
sees
the
iceberg
up
and
image
it
because
we're
just
being
told
a
B
or
C
or
fill
in
a
where
it
doesn't
even
say
all
fill
in
a
box.
You
then
come
to
a
box
and
it
says:
do
you
want
to
add
anything
as
if
you've
chosen
an
option
already
and
that
that's
disturbing,
really
Thanks.
H
I
just
wanted
to
be
very
brief
and
say
that
and
I
think
Don
touched
on
it.
We
are
doing
this
consultation
because
we
have
to
we're
doing
it,
because
the
savings
have
to
be
delivered
by
a
certain
date.
Next
year,
the
first
phase
of
the
savings
have
to
be
done
by
them.
We
have
to
work
back
through
that
process.
The
fact
that
that
then
means
that
we
are
not
putting
out
to
consultation.
H
What
most
people
I've
spoken
to
would
agree
is
not
really
the
way
we're
probably
going
to
go,
or
the
way
we
will
wish
to
go
makes
me
really
very
cynical
about
all
this.
It's
simply
being
done,
and
it's
costing
a
great
deal
of
money
and
it's
being
done
because
it
has
to
be
done,
and
you
know
I
just
think
we
should
be.
We
should
really
be
big
enough
to
be
to
be
better
than
this.
If
you
talk
to
the
offices,
you
talk
to
the
executive
member,
you
talk
to
people.
H
The
general
view
is,
the
general
view
is
that
this
is
not,
though,
that
this
is
not
the
way
forward,
and
yet
we
are
doing
this
and
maybe
we're
doing
it,
because
it's
such
an
appalling
or
such
a
blank
or
negative
thing
that
maybe
we
could
then
discard
it
later
and
do
something
entirely
different
and
that
you
know
I
just
think.
That's
there's
that
bothers
me.
A
lot.
F
Be
it
from
me
to
States
doing
politics
in
a
meeting
like
this,
but
given
that
a
Labour
councillor
suggested
that
the
consultation
is
flawed
and
that
there
are
plenty
of
other
options
available,
maybe
we
should
suggest
it
be
halted
and
those
options
be
considered
and
represented
with
them.
That's
I
could
propose
a
motion
to
that
effect.
A
L
We
make
some
decisions
and
then
we
sew
on
the
next
service
and
make
some
decisions
on
what
we
don't
do
very
well
or
haven't
done
very
well,
is
to
look
at
the
cumulative
impact
on
an
area.
So
this
was
a
real
attempt
to
try
and
try
and
do
that
trying
to
be
clear,
though
the
comment
about
language
Joe,
the
team
have
worked
really
hard
to
try
and
make
it
as
simple
as
possible.
We're
talking
about
some
quite
sophisticated
things
across
all
of
those
elements
of
the
consultation
but
tried
to
try
to
do
that.
L
Successfully
but
I
think
people
have
tried
really
hard
to
do
something
that
was
different.
That
was
new.
That
was
innovative
when
actually
allowed
decisions
to
be
made
service
decisions
when
they
are
made
with
that
knowledge
of
what
that
cumulative
impact
is
I,
I
would
say,
I,
don't
think
any
of
that
libraries
work
is,
has
lost
or
has
been
lost.
We
have
all
of
that,
but
actually
in
terms
of
giving
quite
a
lot
of
the
advice
we've
had
about
the
consultation
has
been
really
clear
with
people.
L
Actually,
if
you
end
up
with
something
that
is
so
so
if
you,
if
you,
if
we
didn't,
have
any
options-
and
it
was
just
a
just
a
blank
box-
actually
then
analyzing
and
then
pulling
together,
proposals
is
really
really
difficult,
so
I
suppose
I
just
want
to
just
want
to
say
that
people
have
worked
really
hard
to
try
and
make
this
as
accessible
as
possible.
I
think
the
meetings
I've
been
to
all
of
the
consultation
meetings
have
been
really
interactive,
so
they've
all
been
well
attended.
People
have
really
welcomed
that
conversation.
L
I
agree
that
a
conversation
is
different
to
doing
it
online.
It's
different
to
writing
it
on
a
piece
of
paper
and
actually
I.
Suppose
it's
trying
to
be
as
creative
as
we
can
be
in
terms
of
all
of
these
very
different
ways
of
doing
it,
because
not
everybody
wants
to
have
that
conversation
in
the
same
way.
R
Yeah,
thank
you
for
that
Alison.
Firstly,
I
do
want
to
you,
know
kind
of
acknowledge
because,
through
the
consultation,
the
public
consultation
events
that
we
have
had,
all
of
which
have
been
extremely
well
attended,
you
know
at
every
single
meeting
there
has
been
someone
there
knocking
the
consultation,
but
off
the
back
of
that
you
know
so.
We've
provided
people
with
the
opportunity
at
the
first
half
of
the
consultation
meeting
to
have
their
Q&A
s
to
take
their.
You
know
to
take
their.
You
know
punches
and
we'll
roll
with
those
punches.
R
But
for
me
the
most
significant
part
of
this
whole
process
so
far
has
been
the
richness
of
the
debate
and
the
discussions
and
very
healthy
discussions
that
have
been
heard
by
those
members
of
the
public
who
have
attended
those
meetings
off
the
back
of
those
meetings.
I've
also
extended.
All
invitations
have
been
extended
to
myself
and
and
I
have
agreed
to
take
up
those
options
to
go
and
visit
a
number
of
community
organizations.
Friends
of
groups
across
the
city,
so
that
we
can
sit
down
and
have
the
discussion.
R
I
acknowledge
the
point
that
you
make
about
the
previous
consultation,
but,
as
I
said
to
members
of
the
public
at
every
single
consultation
meeting
in
an
ideal
world,
we
were,
if
we
were
not
faced
with
the
financial
challenges
that
we
were
facing,
I
would
be.
I
would
be
leading
a
consultation
on
looking
at
how
we
transform
the
service
into
the
21st
century.
Based
on
you
know,
what's
the
best
fit,
what
what
should
a
service
in
the
21st
century
for
Bristol?
R
Look
like
I
I
have
been
quite
struck
by
how
hung
up
people
have
been
around
the
whole
issue,
around
kind
of
bricks
and
mortar
and
everybody
has
said
old
you're
only
offering
these
10
options
so
you're
going
to
close
17
the
initial
reaction
by
many
people
who
read
that,
obviously
that's
how
they
feel.
But
what
again
I
have
been,
what's
been
quite
positive
about
the
process
so
far
and
we're
only
what
four
or
five
weeks
in
though
we've
still
got
seven
weeks
to
go
is
the
numbers.
R
The
number
of
what
could
I
say
that
the
number
of
alternative
options
and
proposals
I
mean
some
organizations.
Some
groups
have
come
forward.
Even
with
the
group,
even
with
the
libraries
that
are
in
the
ten,
are
saying
Asha
you
know,
maybe
we
could
to
actually
take
on
and
run
those
libraries.
Now
in
hindsight,
we
could
of
put
up
all
of
that
information
that
you
had
for
2015,
but
at
the
end
of
the
day
we
have
been
driven
by
that
imperative
of
having
to
make
these
savings.
R
But
one
of
the
things
I
will
say
quite
clearly
is
that
we
will
consider
each
and
every
one
of
the
proposals
and
the
alternative
options
that
have
have
been
coming
forward.
I
have
asked
officers
to
as
this
process
is
going
on,
because
obviously
I
think
so
far
we
may
have
had
over
2,000
responses,
most
of
them
being
around
libraries.
It's
interesting
how
you
know
again,
it's
it's.
R
The
libraries
toilets
less
so
on
supporting
people
and
all
of
the
issues
that
really
kind
of
impact
on
kind
of
vulnerable
people
in
the
city
there's
less
of
an
interest
in
those
particular
areas.
But
the
point
is
that
I've
been
making.
Is
that
as
long
as
we
can
deliver
the
service
in
the
window
of
it
in
the
window
of
funding?
The
envelope
of
funding
that
we
have
available
all
options.
R
All
the
options
that
are
on
the
table
are
on
the
table
and
at
the
end
of
this
process,
I,
don't
believe,
based
on
the
responses
that
we've
had
so
far,
that
the
the
final
version
that
will
come
to
the
public
for
consideration
could
be
a
combination
of
statutory
as
well
as
community
led
services.
We
are
going
to
be
I've
had
a
meeting
with
the
love
libraries
group,
and
we
will
continue
to
have
conversations
with
them
going
forward.
R
R
We
have
covered
all
the
bases,
so
he
was
trying
to
offer
me
advice
on
what
needed
to
be
done,
and
he
told
me
there
was
no
advice
that
he
needed
to
offer
me
because
we've
actually
done
everything
that
we
need
to
do
and
what
he
was
offering
was
to
provide
support
to
our
officers,
maybe
towards
the
end
of
the
process.
When
we
start
looking
at
unpacking
a
number
of
the
solutions
and
suggestions
that
have
come
forward
when
we
look
at
what
the
final,
what
the
fight
will
be
to
the
city
going
forward.
R
R
I'm
going
to
be
talking
to
the
universities
in
a
couple
of
weeks
time,
because
you
know
the
universities
have
intimated.
Some
interest,
like
I,
said
we're
talking
to
other
community-based
organizations
who
are
keen
to
potentially
take
on
the
library
resources,
but
they
that
may
be
in
their
locality
and
develop
much
more
of
a
community
herb.
I
mean
there
are
so
many
different
suggestions
that
are
coming
forward.
So
even
despite
not
having
all
of
that
information
from
2015,
because
I
didn't
see
that
I
I
went
as
a
resident,
I
wasn't
part
and
I.
R
You
know
what's
really
interesting,
because
I
look
at
some
of
the
other
library
consultations
that
have
happened
in
other
local
authority
areas
and
that's
all
they've
got
they've
just
been
given
options,
no
alternatives,
they've
just
been
told
a
B
or
C,
and
that's
it
they're
not
asked
the
alternatives,
and
so
you
know
we
have
asked
people
we're
not
forcing
anybody
to
take
option.
One
option
two
option:
three:
we
do
ask
if
they
have
any
alternative
suggestions
to
put
in
there.
There
is
I
I,
don't
see
how
people.
U
M
U
In
terms
of
the
consultation
process,
it's
very
clear
that
when,
when,
when
the
local
authority
is
consulting
people
about
proposals,
sufficient
detail
has
to
be
given
about
what
is
being
consulted
on.
So
people
can
make
an
informed
decision
about
the
options
that
are
available
for
them
and
that
can
include
alternative
options.
But
the
do
need
to
be
option
set
out
that
people
can
actually
comment
on
and
know.
U
You
know
what
is
actually
being
proposed,
so
they
can
make
intelligent.
You
know,
comment
on
that,
and
that
is
is
different
from
the
sort
of
engagement
process
that
we're
looking
at
and
I
think
that
councillor
Alexander
was
referring
to
where
we're
engaging
with
people
to
develop
options
and
proposals.
D
U
And
I
think
that
that's
a
quite
a
different
process,
though,
that
we
need
that
that
that's
being
considered
in
that
in
that
scenario,
if
you
like
so
so,
there
is
actually
and
need
to
be
it's
clear
with
people
about
options
so
that
they
can
actually
give
the
feedback.
That's
needed.
So
that's
that's
the
sort
of
the
legal
basis
on
which
on
which
we're
undertaking
the
consultation
and
I'm
very
happy
to
excuse
me
to
set
that
out
in
more
detail
for
members.
Should
they
find
that
helpful.
R
Okay,
thank
you
for
that
Nancy,
but
but
I
will
say
that
the
point
still
remains
that
you
know
we
are
consulting
up
until
the
5th
of
September.
All
the
options
and
the
responses
that
we
have
received
will
be
published.
They
will
be
reviewed
analyzed
and
they
will
be
reviewed
if,
as
a
result
of
the
responses
that
we
have
received,
there
is
any
deviation,
however,
slight
from
the
proposals
that
are
there.
R
Then
we
need
to
look
at
between
the
timescale
that
we
have
between
the
end
of
the
consultation
and
the
actual
decision-making
process,
because
again,
I
have
looked
at
some
other
local
authorities
and
what
what
they
have
done
after
they've
completed
their
kind
of
statutory
12-week
consultation
that
some
have
actually
honed
down
their
proposals
and
I'm,
not
sure
whether
or
not
we
will
have
time
to
go
out
and
kind
of
put
forward.
Whatever
those
options.
R
But
I'm
losing
the
plot
here
or
something.
Because
isn't
that
not
the
point?
People
are
given
an
option.
I
may
get
2,000
responses
that
say
well
that
sure
do
X,
Y
and
Zed,
and
we
have
to
look
at
that.
In
light
of
the
envelope
of
funding
that
we
have
the
options
that
we
have
on
the
table
and
whether
or
not
we
can
come
up
with
a
solution
that
I.
D
A
You
know
I
think
it's
exciting
the
you
are
saying
that
there
is
so
many
options
coming
in
and
and
that
you
are
confirming
that
you
and
the
executive
have
an
open
mind
and-
and
it
is
what
in
a
sense
in
that
scoping
document,
we
believed,
which
is
that,
if
there
are
constructive
contributions
we
can
play
in
the
period
while
your
response
is
being
formulated,
that
we
can
pay
a
proactive
role
in
that
process.
That's.
A
R
A
B
F
A
very
good
question
of
process,
so,
if
actually
comes
up
with
a
a
solution
which
is
different
to
the
three
being
concise
ori,
the
administration
comes
up
with
solution
which
is
different
to
the
three
being
consulted
on.
Would
there
have
to
be
another
consultation?
It
means
different
libraries
being
closed.
For
example,
I
might.
A
My
guess
is
that
if
you
look
at
the
consultation
because
it
says
the
council
will
cease,
funding
rather
than
the
libraries
will
closed,
there's
actually
there's
actually
a
reasonable
amount
of
scope
for
alternative
solutions
that
so
so
they,
therefore
there
would
be
license
within
that.
You
know
if
there
was
a
solution
that
could
keep
all
27
open,
I'm
I've
got
a
feeling.
R
So
if
it's
the
community
that
comes
forward
and
says
I
should
we
want
to
we
want
to
take
over
the
running
of
this
library
resource
and
turn
it
into
a
community
hub.
That's
that's
still
part
of
the
you
know
the
10,
plus,
whatever
other
solutions
come
forward
and
I,
don't
think
it's
going
to
be
one
size
fits
all
because
I
think
we're
getting
so
many
different.
R
G
Okay,
thank
you.
Firstly
and
historically,
the
there
were
proposed
closures
a
few
years
ago
and
the
consequence
of
those
proposals
that
were
then
withdrawn
in
a
scrutiny
meeting
by
the
mayor
at
the
time
was
that
six
very
engaged
groups
got
going
or
four
got
got
more
active
Friends
of
library,
group
or
library,
support
groups
and,
and
they
were
provoked,
is
the
word
I
used.
They
were
provoked
into
saying
wait
a
minute.
We
don't
want
to
be
closed
now.
G
There
may
be
lots
of
similar
activity
this
time
and
19
or
whatever
groups
might
suddenly
get
really
active.
Because
of
this,
however,
something
that
has
certainly
been
said,
whether
it's
widely
known
is
that
the
our
head
of
libraries
has
been
clear
that
the
only
thing
they
will
do
is
hope
that
they've
been
given
a
budget.
They
therefore
come
up
with
proposals,
as
Kate
Murray
says.
G
I
have
this
budget
I
will
then
work
out
how
to
spend
it
and
I
can
come
up
with
options,
but
that's
all
I
can
do
and
what
she's
been
very
clear
of
is
if
it's
not
one
of
the
things
she's
operating,
I,
say
library,
with
the
library
budget:
it's
not
a
library.
There
will
be
no
data,
there
will
be
cano
connection
to
library
west.
It
will
not
be
a
library
service.
G
There
could
be
a
room
with
books
in
it
afterwards,
but
if
it's
not
a
bristol
city
council
run
library,
it
won't
be
a
library,
that's
where
you
currently
know
it,
because
the
only
facilities
we
can
have
that
are
connected
to
library,
west
and
the
whole.
Several
counties
has
as
our
data
and
our
staff
and
our
kind
of
desk
in
it
yeah.
D
G
F
E
A
Think
I
I
think
that's
better
or
rank
is
up.
I
I
could
argue
for
the
next
three
hours
of
why
it's
flawed,
but
what
I
would
be
reluctant
to
do
was
to
put
something
saying:
we
should
halt
it
because
you
can't
hold
a
process.
If
you
hold
the
process
now,
then
I
I
can't
think
what
brains
we'd
advocated
out
on
so
I'm
I
would
be
much
happier
that
we
didn't,
but
I
didn't
want
to
be
crushing
a
debate
if
you
felt
it
Joe.
K
Yeah
and
sorry
I,
don't
think
your
comments
were
appropriate
for
a
scrutiny
Commission
either.
I
was
rather
disappointed
that
you
decided
to
play
party
politics
because
I
personally,
as
a
member
of
this
council,
feel
I
have
a
freedom
of
speech.
Even
if
I
don't
agree
with
my
colleagues
on
everything
I
do
resent
you
raising
bringing
that
up
and
saying
that,
because
it's
a
labor
member
had
commented
that
the
cart
that
this,
that
the
consultation
was
flawed,
that
that
was
a
reason
to
to
end
it.
K
A
So
I
am
going
to
suggest
we
take
the
mouse
forward
plan
as
read
and
that
I
bring
this
meeting
to
a
conclusion,
but
not
without
particularly
thanking
Asha
for
spending
the
whole
of
her
evening
here
with
us
very
much
appreciated
in
two
offices.
For
all
your
time:
I,
I'm,
sorry,
it's
gone
on,
but
I
think
we
had
some
very
weighty
in
processes
to
go
through
tonight
and
it
was
important
we
gave
it
due
time.
So,
thank
you
all
very
much.
I
declare
the
meeting
place.