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From YouTube: Joint Governance Committee - 31 May 2022
Description
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A
Pop
this
on
good
evening
and
welcome
to
this
meeting
of
the
joint
governance
committee,
I'm
going
to
read
the
health
and
safety
announcement.
There
is
no
fire
alarm
planned
during
this
meeting.
Therefore,
if
the
fire
alarm
sounds,
please
leave
by
the
nearest
exit
and
go
to
the
assembly
point,
do
not
stop
to
collect
belongings,
do
not
use
the
lift.
A
A
Now
do
we
have
any
substitute
members?
C
A
A
If
nobody's
got
any
objections,
I
think
we
can
take
this
as
agreed.
Raise
your
hand
if
there's
anything
want
to
see
change
nope
all
right.
That's
fine!
So
public
question
time
item
number
four
we're
whipping
through
it,
but
we
will
slow
down
a
bit
later.
A
No
questions
have
been
received
from
the
public
in
advance
of
the
meeting.
Are
there
any
questions
from
members
of
the
public
in
the
public
gallery
nope?
A
So,
moving
on
to
item
number
five
items
raised
under
urgency
provisions,
I
have
not
been
advised
of
any
urgent
items
of
business
to
be
considered
at
this
evening's
meeting.
So
item
number:
six
is
the
internal
or
audit
annual
reports
pages
5
to
32
in
the
agenda?
Can
mr
phillips,
the
acting
head
of
internal
audit,
introduces
this
report
for
us.
Please.
D
Thank
you,
chad.
This
is
slightly
different
to
my
normal
update
report
that
I
normally
give
to
the
committee.
This
is
an
annual
report
that
I'm
required
to
give
under
the
public
sector
to
an
audit
standards
about
the
governance
assurance
and
risk
processes
for
the
council.
D
There's
two
separate
reports
because
I'm
reporting
on
two
separate
councils,
eight
of
reports,
dots
on
page
eight
of
your
pack
and
the
worthing
report-
starts
on
page
20
of
your
pack
for
both
councils.
The
overall
assurance
is
it's
substantial
happy
with
both
with
both
systems.
In
both
councils,
however,
there
are
one
or
two
items:
that's
that
are
broadcasters,
except
for
and
they're
on
pages
12
of
your
pack
and
on
pages
24
of
you
pack
respectively,
for
ada
is
the
the
issue.
D
To
bring
to
light
is:
is
the
iot
disaster
recovery
arrangements
for
the
council
and
also
the
issue,
as
reported
last
year
on
the
housing,
procurements
and
systems
of
governance
there,
whereas
for
worthing?
It's
it's
just
on
the
rt
disaster
recovery
arrangements,
chad,
don't
have
any
much
else
to
say
on
the
reports
other
than
that
the
reports
are
in
a
defined
format.
D
They
provide
an
overview
of
audits,
added
and
subtracted
from
from
the
audits
from
the
order
plan
during
the
course
of
the
year,
as
well
as
the
results
of
of
the
work
on
that
audit
plan.
E
Thank
you.
Thank
you
for
the
report,
mr
phillips.
I
wanted,
since
there
will
be
some
new
members
here,
if
it'd
be
useful,
to
go
through
what
would
be
required
to
get
the
things
that
are
currently
satisfactory
up
to
full.
What
extra
are
you
looking
for.
D
I
I'm
just
I'm
just
I'm
not
too
sure,
because
I
would
I've
never
encountered
something.
That's
that's
come
even
close
to
being
full.
So
it's
a
battle
enough
where
things
are
verging
on
on
on
satisfactory,
limited
or
limited
satisfactory.
It
is
quite
a
decision
to
make
to
say
that
it's
full
assurances
is
quite
a
it's
quite
a
statement,
and
the
results
of
the
audit
plan
would
need
to
to
bear
that
out
in
terms
of
you.
You'd
have
substantially
full
assurances
across
the
board
when
you've
done
your
audits,.
F
Just
just
to
add
to
that,
we
we
do
take
a
risk-based
approach
to
our
audit,
so
we
don't
generally
audit
things
that
we
know
are
going
to
likely
to
get
a
few
a
full
assurance
report,
because
what
we
want
is
an
improvements
in
our
governance
and
our
arrangement.
So
we
we
tend
to
target
it
using
a
variety
of
information
sources,
including
our
risk
register
and
our
understanding,
because
that's
where
the
value
gets
added
is
actually
focusing
on
areas
where
we
believe
that
there
can
be
improvement.
E
Yeah,
I
just
think
it's
useful
to
explore
what
what's
being
ordered
and
that's
helpful.
Thank
you
very
much.
Ms
katie.
C
F
So,
possibly
not
that
is
possibly
our
fire
safety
working
effectively,
because
what
we've
done
is
we've
identified
that
the
contractor
is
not
meeting
our
fire
safety
standards.
So
it's
showing
that
we're
being
quite
proactive
in
how
we're
reviewing
our
fire
safety
arrangements
and
reviewing
how
our
contractor
is
meeting
those
fire
safety
arrangements.
F
This
is
an
audit
of
have
we
got
good
arrangements
in
place,
so
we
might
need
to
go
back
and
review
the
contract
and
we
might
need
to
go
back,
and
so
we
certified
the
doors,
but
actually
in
terms
of
how
we're
managing
our
fire
safety,
it
isn't
necessarily
an
indication
of
weak
fire
safety.
In
fact,
it
may
be
the
exact
opposite
that
we've
got
good
fire
safety
and
someone's
picked
up
a
problem.
A
C
C
But
of
course
one
of
the
other
areas
of
this
is
that
it
determined
there'd
be
more
delay
and
there
would
be
additional
cost
because
of
escalating
supply
costs,
so
that
would
then
add
in
more
risk.
So
I
would
sort
of
counter
that
maybe
a
review
might
need
to
be
included
around
that
risk
or
potential
risk.
C
F
Chairman,
I'm
sorry,
it
might
be
useful
to
look
at
that
particular
contract,
the
management
of
the
contract
and
procurement
of
the
contract.
We
do
have
a
contract
review
built
into
our
audit
program,
and
I
will
take
that
away
rather
than
I
think,
redoing
the
approach
to
fire
safety.
More
generally,
I
think,
there's
possibly
an
issue
with
this
particular
contract
and
procurement.
B
Thank
you
chair.
Thank
you,
ms
gaby.
Mr
phillips,
can
you
explain
to
me,
mr
phillips
around
the
draft
stated
in
progress
draft
reports
currently
awaiting
management
responses?
Why?
Why
are
we
not
getting
management
responses?
Is
it
that
simple?
Is
there
something
else
going
on
that?
I'm
I'm
not
understanding.
B
If
we,
if
that
might
lead
to
a
change,
why
are
we
labeling
the
these
draft
aspects
as
satisfactory?
B
How
can
we
say
they're
satisfactory
if
we've
not
even
heard
back
from
the
managers
and
it
and
we're
fully
expecting
there
to
be
some
sort
of
change
in
the
assurance
level?
I
I
need
a
bit
more
clarification.
Thank
you.
Okay,.
D
So
there,
if
you
go
through
both
reports
for
for
ada
and
worthing,
there's
some
audits
that
are
still
working
progress.
So
we
haven't
fully
completed
the
field
work.
Likewise,
there
are
some
that
are
still
in
draft,
so
it
doesn't
mean
that
necessarily
that
responses
are
late
and
coming
back
it
might
mean
that
the
reports
were
also
issued
more
recently
than
the
other
ones.
D
So,
although
we
do
have
a
a
a
schedule,
a
a
number
of
orders
to
do
during
the
course
of
the
year,
we
tended
to
have
done
quite
a
lot
to
the
last
quarter.
So
a
lot
of
work
would
have
been
done
in
the
last
quarter.
So
there
is
a
time
delay
in
terms
of
getting
those
sort
of
formalized
into
into
the
finals,
so
there's
a
delay,
so
there's
a
combination
of
different
factors.
D
Some
of
the
reports
also
do
take
a
lot
more
discussion
and
agreements
in
terms
of
finalising.
So
it's
where
they
are
not
simple
items
are
not
as
quick.
So
officers
may
request
a
an
extension
to
consider
things
more
fully
before
they
provide
a
response.
B
So,
whereas
a
lot
of
reports
are
completed
for
the
year-end,
so
this
is,
it
covers
21-22
you're,
saying
that
those
reports
that
were
started
in
the
last
quarter
say
roll
into
this
financial
year.
Okay,
thank
you.
Cheers.
G
The
first
question
was
around
the
deferring
of
the
worthing
theatres
and
museums
procurement,
and
what
was
explained
to
me
is
that
there
was
a
very
similar
audit
that
had
been
requested
through
josk,
so
rather
than
duplicate,
they
would
be
the
just
one
would
be
completed,
and
then
that
should
be
completed
by
july
and
then
it
would
be
seen
if
there
needed
to
be
any
further
audits,
as
a
result
of
that
is
that
is
that
correct?
Thank
you.
G
So
if
anybody
had
any
further
questions
on
that
and
then
the
second
question
was
around
the
disaster
recovery
and
the
improved
arrangements-
and
I
just
from
your
very
full
response,
which
I
appreciated,
mr
phillips,
when
could
we
expect
to
finalize
report
with
implementation
deadlines.
D
A
Thank
you,
council.
Wait.
H
Thank
you
chairman.
It
follows
on
from
from
that
question
really
because,
on
page
24
of
a
report
we
see
that
disaster
recovery
has
been
raised
before.
In
fact,
we're
told
here
that
it's
been
re-raised
as
a
key
theme.
I
just
wondered:
if
the
officer
can
give
us
a
bit
of
detail
around
this
re-raising,
was
it
initially
de-raised
or
lowered,
because
you
believed
that
action
had
been
taken
to
remove
this
as
a
significant
risk
and
if
so,
how
concerned?
F
I
might
help
on
this
one
because
mr
phillips
perhaps
wasn't
around
when
the
issue
was
originally
raised.
The
issue
was
originally
raised
around
an
absence
of
a
disaster
recovery
plan
members
who've
been
on
the
council
for
some
time
will
remember
that
used
to
feature
an
annual
governance
statement
as
a
weakness,
a
governance
weakness
that
in
itself
was
resolved.
There
is
now
quite
clearly
a
disaster
recovery
plan.
F
What
the
audit
is
doing
is
it's
moving
forward
from
that
with
another
range
of
key
recommendations
which
are
currently
under
discussion
with
our
rit
colleagues,
and
I
think
it's
fair
to
say
that
your
view
is
that
they
are
significant
issues
that
need
resolution.
D
There
is
an
overarching
disaster
recovery
plan.
What
that
plan
lacks
is
the
detail
regarding
individual
systems
that
that
entire
plant
covers.
So
it's
the
individual
systems
and
the
individual
plans,
which
should
all
together
come
together
to
inform
the
overarching
plan,
got
the
overall
cheap
plan,
but
not
the
individual
ones.
D
A
I
I
have
a
few
I'll
be
quickly.
First
question
is
I
appreciate
this:
was
this
audit
was
done
as
a
point
in
time?
Does
it
cater
for
new
and
emerging
threats?
So,
for
example,
it
was
widely
publicized
about
the
threats
from
russia
and
ukraine
as
a
result
from
the
war
was
any
additional
risk
assessments
taken
or
any
actions
taken
in
relation
to
that.
D
The
audit
was,
very
specifically,
it
wasn't
on
cyber
security.
It
was
on
disaster
recovery.
So
it's
about
looking
at
the
plan
looking
at
the
council
preparedness
to
recover
should
an
incident
of
of
some
type
occurs
so,
whether
it
be
of
the
ilk
that
you
referring
to
in
terms
of
the
risk
from
a
a
country,
sanctioning,
hacking
and
and
and
specifically
targeting
the
council.
That
would
just
be
one
avenue.
We'd
look
at
the
fact
that
the
systems
went
down.
I
F
So
that
might
be
outside
the
brief
of
the
audit
council.
Morgan.
That's
what's
in
the
back
of
my
mind
and
that
my
question
might
be
better
directed
at
the
director
for
digital
sustainability
and
resources,
because
they
may
well
have
done
an
internal
review,
but
neither
mr
phillips
or
I
would
know
whether
that
review
has
been
undertaken
and
what
the
outcome
of
that
review
is.
I
In
terms
of
I
noticed
throughout
this
there's,
the
time
scales
related
to
reviews
are
periodic.
Would
it
be
useful,
it'd
be
very
useful
for
us
if
more
hard
deadlines
were
set,
the
reason
being,
if
that
was
the
case,
then
you'd
be
able
to
measure
whether
you're
meeting
them
it's?
No,
it's
not
necessarily
a
failure
to
meet
a
deadline,
but
it
is
a
way
of
measuring
if
you're
you've
got
the
resources,
expertise
and
a
variety
of
other
things
to
be
able
to
to
you
know:
you'll
succeed
in
those.
F
Officers
will
be
asked
to
respond
to
those
recommendations,
but
also
give
a
hard
date
as
to
when
those
recommendations
will
be
completed.
The
recommendations
themselves
are
categorized
at
priority,
one,
of
course,
being
the
most
critical
recommendation
to
to
do
down
to
priority
three,
which
effectively
is
good
housekeeping.
F
Sorry,
but
those
all
of
those
have
dates
against
them.
Those
dates
attract
through.
We
have
a
an
audit
database
application
that
we
use
to
track
that
with
officers
updating
as
to
progress
in
in
implementing
those
audit
recommendations,
and
my
colleagues
in
internal
audit
report
quarterly
on
the
success
of
that
implementation.
So
that
sets
out
for
you
the
fact
that
there
are
hard
dates
and
that
we
also
track
against
those
hard
dates.
A
Have
you
got
any
more
questions?
Councillor
morgan,
all
right,
we've
got
councillor
white
next.
Thank
you.
J
If
we
could
backtrack
a
few
questions
to
council
ghana's
question
it,
it
seemed
to
be:
when
can
we
expect
the
final
report
on
the
disaster
recovery
program
and
without
wishing
to
put
anybody
on
the
spot
or
or
appear
impolite,
the
answer
seemed
to
be.
We
can
expect
the
report
when
it's
finished
now
touching
on
the
last
question
you
had,
I
was
going
to
ask:
can
you
give
us
a
ballpark
figure
on
this?
At
least
we
can
have
some
expectation
of
when
it
might
be
done,
and
could
I
also
inquire
is?
D
Okay,
so,
first
in
terms
of
answering
your
last
question,
first
officers
have
had
a
copy
of
the
draft
and
that
draft
has
been
quite
widely
circulated.
You'll
also
notice
from
subsequent
papers
on
tonight's
agenda.
That's
the
the
issues
pop
up
again
in
the
annual
government
statement
and
also
the
risk
registers.
D
D
I'll
pass
across
to
ms
goby
shortly
because
I
think
she's
got
more
updates
in
terms
of
your
specific
question
about.
Did
it
work,
but
one
of
the
audit
findings
that
we
did
to
highlight
is
with
any
disaster
recovery
plan.
It's
key
that
you
review
it
and
you
work
through
and
you
do
test
case
scenarios.
So
you
make
sure
it
is
a
workable
and
feasible
plan,
and
that
was
lacking.
But
I'm
going
to
hand
across
to
ms
goby
to
give
you
more
of
an
update
on
the
history.
F
So
again,
this
is
this
is
history,
so
this
predates
the
the
current
review.
So
when
the
disaster
recovery
plan
was
written,
it
was
also
tested
at
that
time
for
adequacy
and
the
testing
they
did
indicated
that
the
plan
was
was
fit
for
purpose,
but
in
the
intervening
time,
architecture
has
changed
substantially.
F
We've
moved
much
more
to
the
cloud
and
consequently
we
did
a
as
a
follow-up
review,
which
has
highlighted
these
new
gaps,
which
we
now
need
to
address,
and
that
is
part
of
the.
The
work
of
the
audit
team
is
not
just
to
look
at
something
once
but
to
look
at
something
on
a
cyclical
basis,
particularly
if
it's
something
that
is
of
key
importance
to
the
council
and
obviously
each
time
you
look
at
it.
Life
moves
on
processes,
change
systems
may
change,
and
you
may
well
highlight
new
weaknesses
and
different
weaknesses.
B
Thank
you
thank
you,
chair
and
mr
phillips.
You
mentioned
that
we
have
an
overarching
plan,
but
it
lacks
detail
as
to
individuals,
the
individual
systems
that
it
covers,
and
I'm
just
wondering
if
you
can
give
us
a
flavor
of
the
scale
of
the
number
of
systems.
B
D
C
Thank
you,
chair,
you'll,
be
glad
to
hear
a
quick
one.
The
disaster
recovery
plan
that
has
been
adapted
over
the
years
does
it
include
gdpr
compliance
within
it
and
any
potential
data
breaches
within
that
disaster
recovery
plan.
Thank
you.
D
Okay,
so
gdpr
or
data
protection
act,
2018
or
uk
gdpr
is
very
much
about
how
we
ensure
that
data
is
up
to
date,
secure
and
not
shared.
So
that
is
very
much
a
separate
audit.
Where
we
look
at
various
different
aspects,
we
look
at
privacy
notices.
We
look
at
who's,
got
access
to
data,
how
long
we
keep
it
for
retention
periods.
All
sorts
of
different
things
like
that
disaster
recovery,
which
is
the
focus
of
this
particular
audit,
looks
at
how
we
recover
data
and
so
it
the
disaster.
D
I
So
going
on
from
that,
so
obviously,
with
the
outage
that
we
had
one
of
the
conditions
for
reporting
a
data
breach
is
lack
of
availability
to
data.
It's
not
just
just
being
hacked.
If
you
like,
a
lot
of
people,
think
did
the
outage
meet
that
criteria
and
was
it
reported.
D
I
So
do
you
without
sounding
trying
to
appear
rude?
Is
there
enough
expertise
within
the
council
and
do
you
outsource
or
bring
in
external
third
party?
I
appreciate
the
auditors.
We
have
sometimes
provide
that.
The
reason
I
ask
is
that
in
july
2020
there
was
a
very
significant
european
court
case
called
shrimps
and
our
systems
were
reviewed.
Our
policies
were
reviewed
in
october
that
year
so
after
this,
and
it
wasn't
basically
taken
into
account.
F
If
there
is
a
specific
audit
brief
that
you
would
like
considered,
then
that
is
something
that
is
within
the
remit
of
the
governance
committee
to
look
at,
and
maybe
that
might
be
something
to
go
away
and
think
about
and
and
perhaps
bring
back
because
that's
putting
on
the
the
spot
a
little
bit.
But
we
can
expand
our
audit
work
to
cover
specialist
computer
audit.
If
there
is
something
that
you
may
think
merits
investigation,
but
I
think
some
of
the
things
you're
talking
about
wouldn't
have
been
in
the
audit
brief
for
this
particular
audit.
A
K
Once
again,
chairman
before
my
time,
may
I
make
a
recommendation
that
we
have
a
presentation
from
the
expert
it
auditors
on
this
particular
matter,
we've
seen,
for
example,
in
west
sussex,
we
had
a
presentation
in
our
rack
meeting
as
we
call
it,
where
the
the
risk
of
I.t,
outages
and
being
hacked
and
loss
of
data
was
a
was
a
key
issue.
K
And,
interestingly,
I
note
that
in
the
next
paper
or
so
that
the
issue
of
loss
of
data
or
loss
of
services
is
not
down
as
a
risk,
even
though
we
know
from
government
recommendations
has
been
pointed
out
by
council
morgan
that
there
is
an
increased
risk
recently.
So
I
think
it
might
well
be
worth
this
debating
this
matter
in
in
a
future
meeting.
Thank
you.
I
think.
A
If
we
can
have
that
added
to
the
agenda
for
a
future
meeting
can
sustain
forth.
A
Sure
not
sure
how
that
adds
to
the
debate,
but
you're,
absolutely
right,
it's
boiling!
Isn't
it
so
we'll
just
take
a
little
break
while
windows
are
opened.
H
A
Noted
anybody
else
want
to
join
him
with
the
debate.
Fine,
we'll
move
on
so
we've
got.
That
noted.
Haven't
we
lovely?
Thank
you.
So
the
next
item
is
item.
Seven
on
the
agenda
annual
governance
statements,
20
21
22
pages
33
to
88.-
can
miss
gobi
chief
financial
officer
introduce
the
report
before
us.
Please.
F
Thank
you
chair.
So
before
the
committee
or
the
annual
governance
statements
and
for
members
who
are
new
to
the
committee,
the
annual
government
statement
is
a
statutory
requirement,
one
which
we
are
required
to
approve
at
the
committee
every
year
and
effectively
it's
a
backward
looking
document.
So
it
looks
back
over
2021
22
and
it's
a
statement
of
our
governance
arrangements,
which
enables
people
to
scrutinize
their
our
governance
arrangements
in
place.
It's
complied
with
reference
to
guidance
from
solace,
so
we
they
produce
what's
known
as
a
good
governance
framework.
F
We
benchmark
our
governance
against
it
and
within
that
we
we
highlight
matters
that
that
either
are
under
rolling
review
or
in
fact
need
improvements,
and
that's
set
out
for
your
appendix
a
for
members.
Who've
been
on
the
committee
for
a
while.
You
may
notice
that
there's
not
a
significant
change
to
the
annual
governance
statement
and
that's
largely
because
our
governance
framework
has
not
changed.
F
However,
we've
just
been
talking
about
I.t
disaster
recovery
and
in
light
of
the
head
of
internal
audits
report
and
the
outage
that
we
did
in
fact
have
back
in
march.
I
have
brought
that
back
on
to
the
annual
governance
statement,
because,
obviously
it's
a
key
matter
of
concern
both
to
the
the
council
and
the
public
that
our
it
arrangements
remain
robust.
F
I
know
it's
a
lengthy
document,
but
it
does
summarize
everything
in
place
now
just
to
make
you
aware
that
at
the
bottom
of
page,
68
radar-
and,
I
think,
probably
at
the
bottom
of
page
84
for
wording,
there's
a
highlighted
link
and
those
of
you
who
are
diligent
enough
to
follow.
That
link
will
note
that
it
takes
you
to
last
year's
annual
governance
statement.
F
And
that's
because
when
I
prepare
this,
I
can't
put
in
the
link,
because
I'm
writing
it
before
the
agenda's
published
and
it
actually
just
refers
back
to
the
published
agenda.
So
that
will
be
updated
by
the
time
this
gets
published
in
the
statement
of
accounts
happy
to
take
any
questions
that
members
may
have.
A
C
I'm
going
to
ask
this
questions
the
que
the
question
I've
got,
I'm
coming
up
in
the
spirit
of
3.1,
so
compromising
the
systems
and
processes
and
cultures
and
values
by
which
local
government
bodies
are
directed
and
controlled,
as
well
as
3.3
bullet
point
for
determining
the
interventions
necessary
to
optimize
the
achievement
of
the
intended
outcomes.
C
C
You
know
and
adhering
to
this,
some
code
of
conduct
could
take
some
time,
and
so
I'm
just
wondering
why
it's
got
a
progressing
well,
because
actually
it
will
take
a
sort
of
probably
a
couple
of
instances
under
that
code
of
conduct
to
see.
Actually
if
it's
progressing
well,
it's
a
bit
of
a
wordy
question,
but
I
think
you
probably
can
see
where
I'm
going.
F
Thank
you
for
your
question
and
council
arnold.
I
suppose
it's
a
judgment
on
what
we
mean
by
progressing
well,
so
we
we
did
do
a
complete
review
of
the
code
of
conduct
under
our
previous
monitoring
officer.
There
was
a
an
officer
working
group
and
I
I
believe
there
was
really
good
engagement
with
redesigning
the
code
of
conduct
to
make
sure
it
was
fit
for
purpose
and
followed.
I
think
there's
an
lga
model
code.
Isn't
there
that
we,
the
committee
members,
considered
at
the
time
so
my
view
on
it?
F
F
It's
about
how
members
then
conduct
themselves
in
in
the
light
of
the
code
of
conduct,
and
we've
got
a
an
item
later
on
about
member
complaints,
how
we
judge
the
success
of
the
code
of
conduct-
I
think,
is
a
little
bit
outside
my
my
remit,
but
I'm
I'm
hopeful
that
you
know
with
an
effective
code
of
conduct.
We
will
see
far
fewer
matters
that
get
referred
successfully
to
the
independent
panel.
F
Quite
clearly,
things
may
get
referred,
but
the
issue
is:
was
there
any
substantial
any
substance
behind
the
accusations
made,
not
the
number
that
were
actually
referred?
I
suspect,
if
we
have
a
very
controversial,
for
example,
planning
application.
We
may
see
a
lot
of
references
back
to
the
monitoring
officer
and
potentially
to
the
independent
panel,
but
they're,
not
necessarily
indicating
poor
member
behavior.
Does
that
make
sense?
F
If
we've
got
a
good
code
of
conduct,
then
actually
the
judgment
of
the
monitoring
officer
will
be
there's
nothing
in
this.
I
don't
know
whether
you'd
like
to
comment
jeff.
L
C
A
I
think
we
could
probably
deal
with
that
when
we
come
to
the
item
on
the
code
of
conduct,
so
I
think
that's
what
we'll
do
and
then
mr
wilde
will
give
you
an
answer.
I
think
when
we
get
to
that
subject,
you
can't
sustain
forth.
Did
you?
No,
it
wasn't.
It
was
counselor.
Chris
sorry.
E
Thank
you
very
much
chair.
I
was,
I
think,
the
gurley
swats,
who
noticed
that
things
were
nearly
the
same
from
year
to
year,
but
I
am
interested
as
I
raised
before,
in
the
issues
that
are
progressing
well
and
are
green
and
then
the
issues
that
are
being
closely
monitored
in
amber.
Why
are
things
still
amber
a
year
later,
so
that
was
really
there's
the
same
question
as
before?
What
needs
to
change
to
bring
things
up
to
green?
So
why
are
they
still
amber?
That's
the
sort
of
general
question.
F
So
the
reason
they're
amber
and
not
green
is
because
we
do
not
completely
comply
with
the
requirement.
I
hate
referring
to
this,
but
it
just
so
happens.
F
It's
in
front
of
me
at
a302,
on
page
43.,
for
example,
the
cfo
is
not
a
member
of
the
corporate
leadership
team
that
is,
as
part
of
the
solace
guidance,
is
part
of
the
role
of
the
chief
financial
officer
in
public
service,
but
we
have
never
complied
in
my
tenure
as
section
151
officer
with
that
statement
completely,
and
consequently
it
has
to
be
an
ambit
has
to
be
something
we
keep
an
eye
on
to
make
sure
that
we,
as
an
organization,
are
happy
with
that
arrangement,
and
there
are
other
things
in
there
where
we
don't
completely
comply.
E
Thank
you
very
much.
I
have
go
ahead.
Another
question
I'll
just
do
one
more
and
then
let
someone
else
have
a
go.
So
on
page
50
of
the
age
report
is
e204.
E
I
was
particularly
interested
about
this
one
because
it's
developing
the
capability
of
the
council's
leadership
and
other
individuals.
He
says
there
is
no
formal
process
for
carrying
out
development
reviews
for
members
and
then
it's
talking
about
individual
performance.
E
So
I've
never
seen
it
that's
on
the
preceding
page,
so
a204
on
page
50,
it's
got
trello
passports
and
e204
on
page
51
has
got
development
reviews
for
members,
so
this
is
part
of
upskilling
us.
Where
the
elected
members
we
are
responsible
for
auditing
government
we're
responsible
for
overseeing
oversight.
E
This
is
possibly
a
wider
point,
but
is
there
a
list
of
skills
and
knowledge
that
members
ought
to
have
and
when
the
training
is
offered,
do
you
take
a
register
of
who's
been
to
the
training
and
who's
got
it?
I
mean.
How
do
you
monitor
whether
we
are
developing
those
skills
and
is
there
more
to
come
on
this.
A
F
Our
colleagues
through
democratic
services
offer
a
a
wide
range
of
training
opportunities,
but
as
councils
we-
and
I
remember,
sitting
in
debates
around
this
over
the
years.
I
think
members
have
taken
the
view
that
it
is
not
compulsory
for
members
to
attend
training.
It
is
up
for
members
to
decide
that
for
themselves,
in
the
light
of
their
knowledge
and
their
experience,
some
members
have
been
members
of
the
council
for
a
very
long
time.
N
E
Thank
you
so
you've
got
the
register,
but
the
the
councillors
should
be
aware
of
what
they've
done,
but
you've
got
an
overview.
N
E
A
Thank
you,
counselor
crisp,
counselor,
sillman,.
O
G
N
For
instance,
I
do
the
planning
committees
and
if
somebody
was
going
to
sub,
hopefully
I'll,
be
told
beforehand
about
that,
and
I
can
check
that
they're
up
to
date,
different
things
like
different
committees,
we
can
check
that
they've
got
the
right
training.
A
All
right,
thank
you,
council
morgan
did
I
see
you
raise
your
hand,
okay,
go
ahead.
I
So
this
is
obviously,
as
you
said,
a
risk-based
strategy
and
one
of
the
things
you
can
do
with
risk
is
transfer
it
and
you
transfer
it
through
insurances,
given
the
number
of
non-conformities
and
opportunities
for
improvement,
are
we
at
risk
of
being
non-compliant
with
one
of
our
insurances
for
a
time
that
when
we
come
to
call
upon
it,.
F
So
I
don't
believe
so
so
this
is
a
very
transparent
way
of
of
monitoring
our
compliance.
Actually,
the
requirements
are
much
deeper
than
this,
and
these
are
the
only
ones
that
we
don't
comply
with.
I'm
happy
to
share
the
full
list
of
things
that
we're
supposed
to
do,
but
it
it
is
quite
considerable
and
we
are
largely
compliant
with
all
the
requirements
of
the
solace
guidance
and
we've
been
quite
clear
where
either
there's
a
rolling
requirement
to
update
a
good
example.
Is
things
like
the
constitution
code
of
conduct,
contract
standing
orders,
financial
regulations?
F
There
are
things
that
we
need
to
regularly
refresh
and
clearly
they
they
stay
on
here.
But
there
are
a
lot
of
things
that
we
do
actually
comply
with.
So
I
don't
believe
there
is
any
real
risk.
There
are
things
I
would
like
to
see
tightened
up
and
hence
they're
monitored
closely
under
the
amber,
but
there's
nothing
red,
there's
nothing
where
we
think
there
is
a
serious
issue
other
than
I
have
to
say.
The
things
that
we've
raised
in
the
ags
around
disaster
recovery
and
improvement
in
housing.
A
Thank
you.
Oh
councilor,
morgan.
I
Sorry,
but
just
to
drill
down
on
that,
so
to
use,
to
cite
an
example,
should
the
I.t
desi
it
outage?
We
had
caused
a
significant
issue,
and
should
we
have
had
to
call
upon
insurances,
to
recover
ourselves
from
those
situations?
Would
they
have
deemed
it
that
we
hadn't
taken
appropriate
mitigating
actions
by
our
own
admission,
that
we
didn't
have
an
adequate
disaster
recovery
plan,
for
example,.
A
Thank
you.
Oh
here
we
go
councillor
steve
waite.
A
I
think
we
can
debate
that
when
we
come
to
the
debate
councillor,
ghana.
G
F
O
A
B
Thank
you
chair.
I
wanted
to
ask
on
well
it's
on
my
pack
on
page
45
b101
about
engaging
comprehensively
blah
blah
stakeholders.
I
was
quite
worried
that
it
says
at
this
time
leaders
do
not
feel
the
need
to
develop
a
written
communication
strategy.
B
Well,
this
is
all
about
ensuring
openness
and
comprehensive
stakeholder
engagement.
I'd
like
to
know
why
I'd
like
a
bit
more
information
as
to
why
we
don't
need
a
strategy
to
ensure
openness
and
comprehensive
stakeholder
engagement.
So
I
wonder
if
we
can
ask
miss
favier
and
mr
gilson
to
come,
come
to
us
with
some
information
around
that,
if,
if
it
can't
be
answered
here,.
F
Thank
you.
So
this
was
the
position
in
2122,
but
we
are
currently
undergoing
a
change
with
how
we
are
intending
to
engage
with
our
communities.
How
we
intending
to
communicate
with
our
communities
and,
in
addition,
our
chief
executive,
is,
is
leading
a
a
review
of
our
organizational
design
of
our
organisation.
F
So
consequently,
this
may
change
for
the
future,
and
this
may
be
a
question
that
we
should
take
back
for
the
chief
executive
as
a
consideration
in
her
program
of
work.
Given
that
I
think
community
engagement
and
how
we
communicate
is
becoming
quite
significant
policy
strand.
I
think,
as
we
move
forward.
C
Yes,
I
do
have
a
question,
but
there's
also
something
that's
just
discussed
there,
that
I'll
bring
back
to
the
debate
and
on
page
59,
the
operation
of
the
governance
framework,
and
now
this
is
a
really
genuine
question,
because
I
did
have
a
look.
We
have
a
whistleblowing
policy
to
support
principal
a
behaving
with
integrity,
but
that's
for
him
for
staff.
C
L
Chair
there
is
a
mechanism
for
members
to
raise
any
issues
they
have,
for
example,
with
the
conduct
of
officers
or
any
issues
they
have
with
the
the
mechanics
of
how
the
council
is
operating
through
the
chief
executive
and
the
corporate
leadership
team
directors.
So
they
can
raise
those
issues
quite
legitimately
and
directly
with
those
offices
and
that's
enshrined
in
the
constitution.
C
Thank
you.
I
just
wanted
to
come
back
on
the
debate,
because
I
really
echo
what
councillor
stanford
says
there
and
there's
lots
of
good
communication
that
does
come,
come
through
and
obviously
work
into
very
quick,
changing
circumstances,
but
I
would
say
very
strongly-
and
this
is
really
nerdy-
that
I
know
this.
But
that's
because
I
work
in
social
media
is,
I
I
see
consistently
a
heavier
waiting
to
worthing
stories
on
our
social
media
and
pr
accounts
and
pr
and
press
releases.
C
A
Thank
you.
Anybody
else
wish
to
counselor
boreham.
K
Thank
you
very
much.
We've
had
a
very
wide
range
of
of
of
questions
in
respect
of
councillor
arnold's
comment.
Worthing
is
about
two-thirds
of
of
the
whole.
If
I
remember
about
60
of
the
hole
and
and
ada
is
40,
so
it
is
likely
that
our
our
larger
neighbor
is
going
to
create
a
little
bit
more
noise
than
us,
but
it
is
worth
having
a
look
at
to
make
sure
that
the
balance
overall
is
is
correct.
K
For
me
it
is
an
issue
if
the
section
151
officer
does
not
believe
that
they
are
being
listened
to
and
the
concerns
and
issues
are
being
raised,
and
one
of
the
ways
out
of
that,
I
think
is,
is
asking
the
section
151
officer
if
she
is
happy
in
bringing
any
issues
that
she
has
in
in
respect
of
governance
and
her
position
within
the
their
councils
to
this
committee
for
further
debate
and
discussion.
Thank
you.
Children.
O
I
should
be
to
the
microphone
they're
different
than
the
planning
microphones.
Yes,
this
issue
of
the
non-compliance
with
solace
and
sipher
about
the
chief
financial
officer.
I
have
raised
it
before
this
meeting
because
I
was
asked
by
the
new
leader
councillor
cooper,
to
have
a
look
at
this
statement
in
advance
and
I
did
make
some
inquiries
and
the
only
answer
I've
got
is
it's
always
been
like
that.
M
O
I
just
don't
understand
why
the
section
one
why
we
don't
comply
just
to
say:
we've
always
done
it
like
that,
in
my
opinion,
is
an
absolutely
inadequate
answer
and
I
think,
in
view
of
the
increasingly
difficult
financial
situation
and
those
things
which
will
issue
our
financial
situation,
it
really
is
imperative
that
the
office
of
the
section
151
officer
is
there
at
the
beginning
not
having
to
wait
until
there's
a
moment
to
speak
to
one
of
the
directors
or
to
speak
to
the
chief
executive.
A
Just
to
interrupt
the
debate
and
add
to
it,
I
we
did
have
the
previous
chief
exec
come
to
this
committee
and
explain
why
it's
always
been
done
like
that.
But
we
have
a
new
chief
exec
and
perhaps
we
could
have
the
new
chief
exec
come
to
this
committee
and
explain
why
it's
been
done
like
that.
Perhaps
mr
randall
has
something
to
add.
P
Thank
you
chairman,
and
your
members,
you
heard
earlier
about
the
fact
that
we've
embarked
on
on
an
organizational
design
journey
as
it
were,
to
to
to
look
at
the
sort
of
fabric
of
the
way
that
we
are
set
up
and
structured,
and
I
think
it's
entirely
legitimate
to
talk
to
our
new
chief
executive.
Actually,
as
part
of
that,
you
know
wider
process,
because
this
this
cannot
be.
You
know
seen
as
an
isolated
aspect
as
it
were,
but
it
should
be
seen
in
the
context
of
the
wider
changes
to
the
organization.
A
I
mean
do
we
do
we
want
the
chief
exec
to
come
to
this
committee
to
explain
that
one
thing,
that's
the
question.
A
O
Maybe
we
should
consider
whether
there
is,
as
mr
randall
has
said,
a
wider
range
of
issues
related
to
the
reorganization,
the
change
in
leadership,
the
change
in
administration,
which
could
possibly
be
helpful
to
all
the
councillors.
A
Thanks
councillor
crisp,
I
think
you
were
next.
E
Thank
you
chair,
so
this
is
coming
back
to
communications
issue.
If
you
don't
mind,
I'm
going
to
just
take
an
example
from
this
weekend,
so
an
issue
was
raised
about
bins.
Amazingly
in
my
ward,
I
can't
believe
that's
possible,
but
it
was
raised
on
facebook
by
the
friend
of
somebody
who
was
not
on
facebook
and
another
counselor
saw
it
and
tagged
me,
but
I
was
having
a
day
off
from
my
social
media,
so
I
didn't
see
it
so
by
the
time
I
did
see
it.
There's
uncaring,
counselor
chris,
doesn't
care
about
rubbish.
E
I
think
we
need
quite
clear
guidance
about
the
role
of
social
media
in
our
wards.
What
we're
expected
to
do
and
the
proliferation
of
various
sites
of
the
the
you
know:
lesser
spotted
rubbish,
page
and
twitter
and
whatever
I
I
think
many
counselors
might
find
that
beneficial
and
we
should
probably
have
a
clearer
statement
when
we
have
reviewed
our
communication
strategy.
A
Thank
you
totally
agree
councillors
staying
forth.
B
My
point
was
back
on
on
the
151
officer.
Sorry
muscovy.
I
just
wanted
to
thank
councillor
steve,
wait
really
for
bringing
this
up
every
year
since
2018
that.
B
Yeah
longer
than
that,
I'm
sure,
because
there
is
something
about
our
integrity
in
terms
of
complying,
isn't
there
and
I
do.
I
do
also
want
to
agree
with
councillor
silman's
view
on
that.
So
that's
another
vote
from
me
and
you
know
I'd
welcome
dr
howe
coming
along.
I'm
sure
we
can
get
a
whole
list
of
things
to
talk
to
her
about
not
just
the
one
matter.
Thank
you.
A
C
I
just
wanted
to
add
to
that
that
I
think
it's
you
know
it's
really
whether
a
meeting
could
go
on
with
catherine
hale
and
sarah
goby
and
yourself,
and
then
you
can
all
come
back
here
and
report
report
to
us,
because
I
can't
help
thinking
that
I
think
sarah,
your
views
must
be
important
and
considered
in
in
all
of
this,
and
that's
what
I'd
prefer
to
see
rather
than
drilling
down
and
investigating
catherine.
Here
we.
G
A
O
What
I'm
going
to
say
now
so
intrigued
by
the
two
chairs?
Yes,
I
know
what
question
was
well.
My
observation
is
that
what
I
don't
understand
why
we
choose
to
be
governed
by
sit
for
guidance
in
some
issues
and
not
in
other
issues.
So,
for
example,
a
cabinet
member
cannot
be
chair
of
the
governance
committee
and
that's
not
a
that's,
not
a
legal
constitutional
for
banning
it's,
because
we
follow
the
sip
for
guidance.
O
A
I
mean
I
my
own
opinion
is
that
we
we
had
the
chief
exec
come
and
give
us
very
good
reasons
why
we
didn't
in
this
instance.
So
I
think
yes,
exactly,
let's
wait
and
see
what
happened.
I
mean
I'm
very
happy
to
take
the
chief
exec
and
ms
goby
out
of
their
normal
daily
work
to
have
a
meeting
with
them
for
half
an
hour,
but
I'm
not
sure
miss
kobe.
Do
you
think
we
should
do
that.
F
F
I
have
never
worried
about
bringing
anything
to
either
the
governance
committee
or
in
fact,
the
respective
executives,
if
there's
a
significant
issue,
both
informally
and
then
more
formally,
if
there's
a
decision
to
be
made,
bearing
in
mind
good
rules
about
decision
making
and
consequently,
whilst
this
doesn't,
we
don't
comply
completely
with
it,
provided
we've
got
a
clt
and
a
chief
exec
that
respects
the
role
of
the
section
151.
It
is
not
necessarily
a
failing.
A
Thank
you,
council,
steve
wage
and
then
councillor
borum.
H
Yes,
thanks
shannon
and
it's
a
really
pertinent
point:
we've
just
heard
there
because
we
should
be
considering
a
policy,
that's
right
for
the
council,
not
just
for
the
actual
individual
officers
that
we
have
on
the
council
at
this
point
in
time,
because
there
was
no
well.
A
K
Just
very
briefly,
the
guidance
by
cepha
is
guidance
and
I'm
quite
happy
not
to
follow
the
guidance
if
there
is
a
very
specific
reason
that
we
believe
for
our
particular
councils
that
we
should
have
a
different
type
of
mechanism
in
place,
for
whatever
reason.
So
as
long
as
there
is
a
rationale
there
and
we
we
have
the
same
level
of
of
of
governance.
If
you
like
and
care
that
the
guidance
will
provide
us
that
I'm,
I
am
happy
to
step
away
from
that
guidance
as
long
as
it
is
explained.
Thank
you.
A
J
Thank
you
chair,
just
an
observation,
picking
up
the
flavor
of
the
room,
we're
trying
to
follow
a
a
code
of
corporate
governance.
Here
it
looks
like
we've
paid
great
attention
and
patted
ourselves
on
the
back
for
the
green
labeled
issues.
J
We've
furrowed
our
browser,
a
few
amber
ones,
but
we've
come
across
a302
and
regardless
of
what
the
subject
is
all
of
a
sudden,
it's
becoming
convenient
and
we're
all
kind
of
happy
to
sort
of
go.
Well,
there's
only
guidance.
We
don't
have
to
comply
and
all
the
rest
of
it,
and
that
seems
to
me
the
start
of
a
slippery
slope
where
we
just
pick
and
choose
and
if
we
pick
and
choose
them
we're
not
following
guidance.
A
Thank
you.
Anyone
else
wish
to
say
anything
in
this
debate.
So
before
we
move
on
to
the
next
bit,
I
missed
out
a
bit
when
we
had
the
drama
of
opening
the
windows.
So
going
back
to
item
six,
the
committee
are
asked
to
know
the
contents
of
that
report,
so
I
think
we've
noted
that.
Thank
you.
A
Thank
you
now
on
this
item.
The
joint
governance
committee
are
asked
to
a
note
the
evidence
of
compliance
with
the
code
of
corporate
governance
and
the
progress
report
produced
to
deal
with
any
issues
arising
from
these
requirements,
as
set
out
in
appendix
a
and
b
to
approve
the
annual
governance
statements
for
each
council
and
set
out
as
set
out
in
appendix
b
and
c
of
this
report.
Do
I
have
a
proposal
for
the
recommendations
please
councillor
borum.
A
A
P
Thank
you
chairman,
just
to
say,
first
of
all,
it's
a
real
pleasure
to
be
subbing
for
my
colleague
this
evening,
who's
the
director
of
digital
sustainability
and
resources,
as
you
know,
and
saying
a
few
words
about
risk
management,
risk
and
opportunity
management
before
the
real
expert,
my
colleague
mr
lowe
takes
over.
So
hopefully
I
won't
let
you
down
mr
lone,
you
as
a
committee,
receive
regular
updates
on
the
general
management
of
the
council's
risks
and
opportunities
and
and
that's
right
and
proper.
P
I
think
that
corporately,
I'm
not
talking
about
this
organization
but
corporately
generally
risk
can
be
a
fairly
scary
subject
actually,
but
I
think,
as
many
of
you
know,
they're
actually
a
really
healthy
part
of
effective
and
good
project
management.
So
it's
really
important
that
we
we
look
at
them.
We
consider
them
and
we
we
adapt
our
organizations
accordingly.
P
I
think
you
can
see
from
the
report
before
you
this
evening
that
when
we
talk
about
risks,
well,
you
know
they
don't
come
much
bigger
than
those
associated
with
things
like
a
global
pandemic,
for
example,
and
also
you
can
see
that
the
report
reflects
quite
rightly
on
some
of
the
inflationary
pressures
which
are
the
subject
of
so
many
of
our
conversations
at
the
moment
and
the
manner
in
which
those
affect
the
communities
that
that
we
serve
before
handing
to.
P
Mr,
I
just
you
know,
wanted
to
sort
of
highlight
for
you
and
I
must
apologize
by
the
way
for
the
for
the
size
of
the
font.
I'm
not
sure
whether
to
put
my
glasses
on
or
I'll
take
them
off,
so
I'm
going
to
take
them
off
for
the
moment,
but
in
there
it's
absolutely
right
that
you
know
pandemic
council's
finances.
The
impact
of
inflation,
you
know,
are
considered
the
cost
of
living
crisis.
P
You'll
also
see-
and
I
couldn't
let
the
opportunity
pass-
it's
appropriate
on
occasion
to
add
new
risks,
and
so
you
know,
given
that
we
are
two
authorities
with
a
combined
what
is
often
colloquially
called
back
office.
P
It's
it's
really
important
to
record
the
risk
when
the
political
balance
changes-
and
you
know
the
the
two
authorities
are
led
by
administrations
of
different.
Now
political
users
were
to
consider
the
impact
on
the
on
the
organization,
perhaps
of
things
like
competing
priorities,
as
it
indicates
in
the
list
which
mark
or
mr
lowe
may
well
now
say
a
bit
more
about.
So
I
just
wanted
to
give
you
a
flavor
underline
the
point
that,
as
a
corporate
leadership
team
as
an
organization,
we
see
this
as
important.
P
Q
Thank
you,
chairman
yeah.
I
think
mr
randall
has
said
most
of
it
really.
It
was
a
nice
build-up,
but
I
think
he
said
most
of
what
I
was
going
to
say.
However,
I
would
just
like
to
point
out:
it
was
talked
about
earlier
about
disaster
recovery.
If
you
refer
to
page
97,
there
is
actually
a
risk
on
disaster,
recovery
and
hardware
failure,
and
you
can
see
an
update
there
on
that
particular
risk,
which
is
quite
relevant.
Q
But
apart
from
that
chairman
just
like
to
ask
the
committee
to
to
note
the
report
and
to
agree
to
receive
a
further
report
on
recent
opportunities
at
the
november
meeting
chairman,
but
I'm
happy
to
try
and
take
any
questions
along
with
my
colleagues
here
tonight.
Chairman.
Thank
you.
A
Oh
here
we
go
council
stanford
first.
B
Oh,
you
got
my
nod
brilliant.
Thank
you,
yeah.
I
want
to
ask
about
cost
of
living
crisis,
specifically
about
our
one-stop
money.
Coaches.
Now
there's
some
concern
when
I
spoke
to
to
line
managers
of
that
team,
when
I
was
doing
referrals
that
the
there
was
no
capacity
for
them
to
take
anybody,
anybody
else
on
and
they
were
in
discussions
with
west
sussex
and
they
were
struggling
to
recruit
to
that
team,
and
I
just
it
makes
me
so
anxious,
because
this
is
exactly
what
we
need
and
we
need
it
now.
B
We
need
capacity
in
this
team.
I
know
also
that
there
are
other
teams
whose
caseloads
are
reducing
and,
for
example,
the
housing
benefit
teams
just
wondered
if
we've
got
any
capacity
within
within
the
structure
to
veer
people
across
where
they're
most
needed
in
the
same
way
that
we
did
when
the
pandemic
hit.
Thank
you.
P
Chairman,
I'm
just
coming
back
on
councillor
steinfeld's
question
clear
I'll,
have
to
take
some
of
the
detail
away
councillor
to
really
get
your
proper
answer.
I
think
the
first
thing
to
say
in
relation
to
this
risk,
though,
is
it's
important
to
record
the
fact
that
you
know
it's?
P
You
know
adaptability,
you
know
in
our
staff
and
and
actually
sort
of
drawing
in
resource
where
we
can.
We
saw
this
probably
the
best
example
was
in
relation
to
our
work
during
the
pandemic,
where
you
know
we
we
were
actually
able
to.
You
know,
draw
people
in
from
areas
of
service
activity,
which
you
know,
partly
in
some
cases
because
of
the
pandemic,
meant
that
those
members
of
staff
had
capacity
and
redeploy
them
in
the
areas
which
were
really
under
pressure.
P
So,
without
being
you
know,
an
absolute
expert,
my
commitment
is
to
talk
to
my
colleague
initially
director
for
communities
about
the
specific
issue
you've
identified
and
see.
If
we
can,
you
know
make
a
movement
to
to
ensure
that
we
are
able
to
give
good
advice
in
that
particular
area.
R
Thank
you
chairman.
It's
regarding
our
major
projects
just
a
little
bit
confusing
here,
because
it
says
on
page
97,
the
rest
of
major
products
are
not
being
delivered
and
it
says
it's
getting
worse
and
we
go
to
page
101
major
projects
and
it
lists
a
few
there
and
it
says
it's
improved.
P
Thank
you
through
you,
chairman.
Thank
you
councillor
for
the
question.
I
think
this
perhaps
sort
of
reflects
the
sort
of
difference
between
the
the
corporate
risks
and
then
the
more
detailed
breakdown
which
the
committee
receives
around
the
individual
major
projects.
P
A
contract
or
being
challenged
on
that
contract,
then
you
know
we.
We
have
a
a
difficult
scenario.
It
also
mentions
the
availability
of
people
in
that
particular
in
the
particular
labour
market
when
you
get
to
building
and
building
out
projects
and
we've
seen
that
being
a
particular
challenge
for
some
of
our
partners.
P
However,
in
some
of
the
individual
projects,
I
I'm
pleased
to
indicate
that
we've
seen
progress
as
far
as
some
of
the
contractual
arrangements,
some
of
the
potential
partnerships
that
we're
we're
entering
into
and
things
like,
the
granting
of
planning
permission,
which
will
mean
that
those
individual
projects
become
nearer
to
fruition,
which
is
why
we've
reported
that
things
have
have
improved.
So
I
hope
that
gives
you
a
flavor.
K
Yes,
thank
you
chairman,
and
thank
you
for
pointing
out
the
the
risk
on
page
97
in
respect
data
recovery
et
cetera,
it's
very
useful.
For
me.
I
think
there
are.
There
are
two
types
of
risk:
there
is
one
risk
of
systems
failing
sort
of
hardware
falling
over
or
whatever
it
is.
There
is
another
risk
in
respect
of
and
being
attacked
through.
I
survived
means
of
what
have
you
and
data
being
stolen
or
held
to
ransom
and
and
and
we've
got.
I
think
that
risk
there
talks
about
that.
K
The
failure
of
hardware
I'm
looking
across
the
expert
there
you
know,
do
we
have
other
risks
there
that
we
should
consider
in
that
particular
item.
Thank
you,
chairman.
P
Go
ahead
chairman,
I
think
it's
really
important
that
you
know
in
in
listening
to
the
questions
this
evening
and
and
the
subsequent
debate
that
we
reflect
and
make
sure
that
we
are
picking
up
all
of
the
all
of
the
relevant
risks
and
making
some
notes-
and
I
know
my
colleagues
will
have
been
as
as
well
because
there
are,
there
are
clearly
different
dimensions
to
you
know
the
disaster
disaster
recovery
scenario
and
different
sort
of
lines,
as
it
were,
that
we
need
to
draw
to
make
sure
that
we
are.
E
Thank
you
very
much
chair.
I
I
would
like
to
talk
about
the
housing
supply
issue
on
page
97
c4
in
the
final
paragraph,
it
says
in
terms
of
building
more
social
and
affordable
housing,
and
then
it
says
something
about
in
the
queen's
speech.
There
is
an
introduction
of
the
infrastructure
levy
which
would
be
locally
set
and
non-negotiably
be
spent
on
housing.
This
could
provide
more
funds
for
the
council
to
build
more
properties
in
the
future,
but
how
it
would
operate
is
still
uncertain.
E
P
Through
you,
chairman,
thank
you
councillor,
I
can
say
yes
to
the
second
part
of
that
categorically
when
we
will
know
I'm
genuinely,
not
not
so
sure
about,
and
obviously
we'll
have
to
wait
for
the
relevant
government
department
to
highlight
when,
when
that's
likely
to
be,
I
think
it's
important,
so
you
know
I
think,
top
milks
for
currency
here.
In
terms
of
our
authorship
of
the
report,
I
think
it
is
always
important.
P
You
know,
choose
our
words
carefully
in
relation
to
the
infrastructure
levy,
because
in
the
leveling
in
the
leveling
up
and
regeneration
bill,
it
certainly
looks
as
though
it's
signaling
something
slightly
different
to
what
we
currently
understand
as
the
community
infrastructure
levy,
which
of
course,
supplies
I
mean
generalizing
here.
Looking
at
worthing
members
does
apply
in
worthing
but,
as
we
know,
doesn't
apply
in
in
ada.
So
I
think
this
is
something
we
could
we
can
look
at
with
with
real
interest.
P
P
You
know
quite
quite
a
lot
of
angst
because
it's
sometimes
you
know,
for
commercial
reasons,
part
of
a
negotiation
which
appears
to
be
undertaken
at
arm's
length,
but
it
could
take
us
into
the
realms
of
you
know,
being
much
more
open
and
clear
about
a
menu
of
contributions
which
are
fully
understood
by
everybody
in
our
local
communities.
That
would
be
perhaps
an
aspiration,
and,
let's
see
what
comes
forward.
A
Thank
you,
councillor,
barrett
and
then
councillor.
Arnold.
P
Yeah,
so
I,
through
you
chairman,
thank
thank
you
councillor.
I
think
that
so
at
the
moment,
through
seal,
we
have
this
sort
of
split
seventh
eighty-five
percent
strategic
contribution.
You
know
you
can
use
broadly
to
support.
You
know
infrastructure
as
long
as
you
can
obviously
make
that
link
between
the
infrastructure
need
and
the
development
coming
forward,
and
then
15
happens
at
the
the
neighborhood
level,
and
there
is
flexibility
around
the
governance
there.
P
I
think
that
you
know
what
we,
what
we
might
end
up
with
and
and
how
this
would
be
different
councillor
is
that
it
could
be
a
sort
of
a
much
more
predefined
a
set
menu.
You
know
if,
if
you
like,
which
would
either
apportion
actual
figures
or
the
mindful
of
regional
variations,
it
could
end
up,
as
you
know,
proportions
as
it
were,
of
an
overall
amount
secured
through
an
infrastructure
levy
regime.
P
So
that's
my
current
take
on
it,
but
we
we
will
see.
S
In
the
old
well,
if
it's
going
to
be
the
old
system,
still
there
were
some
wards
that
it
didn't
still
didn't
apply.
Did
it
like
seldom
board
in
eastwood
and
there
was
no
sill
payable
that
that
won't
be
you're.
P
You're
out
of
scrapped,
you're
you're
you're,
absolutely
right.
I
can't
say
one
with
100
certainty
that
that
you
know
that
wouldn't
still
be
the
case,
but
I
think
that
the
you
know
what
I'm
reading
there
is:
there's
there's
a
driver
to
try
and
make
that
connection
between
the
provision
of
infrastructure
and
the
impact
of
development,
much
clearer
and
understandable,
and
I
think
that
you
know
you're
absolutely
spot
on
in
terms
of
addressing
impacts.
P
C
C
Thank
you.
My
first
question
is
about
on
page
96
and
if
you're
talking
about
risk,
it
talks
about
the
council
finances
now.
Do
forgive
me
if
I've
missed
it,
but
I
can't
see
our
capital
investments
being
any
risks
noted
here
now.
C
I
know
that
I'm
going
to
bang
this
drum
again
and
repeat
myself
again,
but
we
have
invested
with
only
a
return
of
one
percent,
and
so
I'm
just
wanted
to
ask
whether
it's
felt
like
it's
not
a
risk
and
therefore
it's
not
here
or
if
it's
not
an
area
to
come
in
this
report.
So
that's
my
first
question.
C
I
guess,
because
what
I'm
seeing
here
is
some
of
the
strategies
and
some
of
the
risks
here
so
I'll
just
question
around
that.
I
think
it
just
as
a
little
aside
it'd
be
quite
helpful
to
know
of
these
areas:
the
local
pay,
the
energy
bills,
reduced
income
from
commercial
waste
and
car
parking.
What
we're
talking
about
here
that'd
be
quite
helpful
for
us
to
work
out.
You
know
what
the
picture
is
here.
C
Particularly
commercial
waste
was
deemed
to
be
a
big
money
earner
and,
and
then
the
next
question
I've
got
is
on
page
just
a
note
on
page
99
about
the
ada
homes,
compliance
and
the
fire
issue.
I
I
noted
earlier:
maybe
that
might
not
be
improved
now
and
then
my
other
question
is-
and
this
one
I
feel
quite
very
passionate
about-
is
on
page
101.
It
talks
about
major
projects
and
risks,
actually
there's
quite
a
big
error
here
under
mp5
new
flood
defenses
as
a
sussex
yacht
club.
C
I've
had
an
update
from
keane
cronin
on
this,
because
further
testing
is
needed
for
suitability
of
water
drainage,
and
I
know
that
will
be
additional
risk
because
the
finances
arising
out
of
that
that
wasn't
planned
for
in
the
original
plan,
and
I
think
it
is
a
little
bit
disingenuous
that
doesn't
also
mention
the
risk
that
we
lost
the
environment
agency's
funding
for
such
as
well.
So
I
would
argue,
that's
definitely
it
wouldn't
be
no
change
there
and
that's
just
because
I
know
in
depth
quite
a
lot
about
this
project.
Thank
you.
P
Go
ahead
chairman,
perhaps
if
I'm
going
to
ask
my
colleague
mr
scoby,
to
comment
on
the
aspects
which
are
which
are
related
to
the
budget,
I
think
perhaps
I
can
offer
counsellor
arnold.
You
know
full
update
on
the
the
sussex
yacht
club
project
because
I
think
there
are.
There
are
elements
of
that
project
which
clearly
have
been
delivered,
and
I
think
the
elements
there
which
are
which
we,
which
we
can
all
see
which
include
as
it
says
here
you
know
the
the
new
yacht
club
itself.
P
I
think,
in
terms
of
you
know,
protection
from
from
flooding
a
prerequisite
for
any
development.
You
know
in
that
space
is
making
sure
that
the
flood
risk
is
dealt
with,
and
I
think
what
I
can
offer
through
chairman
is
an
update
on
on
the
programme,
because
there's
some
elements
of
that
coming
forward.
Others
and
I'm
sure
that
my
colleague
mr
cronin
is
right.
If
he's
indicated
that
some
elements
will
come
forward
a
little
later,
I
think
just
very
briefly
on
the
ada
fire
doors
reference.
P
I
think
council
arnold's
is
entirely
right.
We
have
to
look
at
the
the
risk
in
the
context
of
that
individual
instance
that
you've
mentioned
related
to
those
fire
doors,
and
I
would
offer
my
assurance
chairman
through
you
that
if
that
changes
the
risk
profile,
we
will
change
this
accordingly.
P
Clearly,
the
ada
home
service
data
homes
team
has
its
as
its
own
assessment
of
risks
and
opportunities
and
those
fire
doors.
I
I'm
absolutely
sure
will
come
up
on
on
that
risk
register
too.
So
perhaps
if
I
could
pass.
A
Mr
randall,
I'm
I'm
not
sure
that
we
had
an
answer
on
the
flood
defenses
at
sussex
yacht
club.
What
do
you
think
councillor?
Arnold.
C
I
don't
think
we
did.
I
think
we
had
to
talk
about
the
yacht
club
being
built,
but
that's
not
actually
the
factor
here.
So
if
you're,
I
guess
what
I'm
trying
to
say
is
that
that's
not
correct
information,
so
I
think
it
just
needs
to
be
a
little
bit
more
due
diligence
over
making
sure
that's
correct
information,
because
that's
just
just
quite
out
you
know
and
built
by
the
end
of
22-
well
actually
not
started
by
the
until
you
know
the
beginning
of
january
23.
C
That's
really
out
you
know,
so
I
guess
it's
some
I'm
not
having
to
go
anyone,
I'm
just
saying
that's
really
widely
out
of
spec,
and
so
I
there's
something
got
a
bit
wrong
with
translation
there.
But
I
guess
the
other
question
was
about
the
capital
investment.
I
can't
see
that
as
a
risky
is
that
because
you
don't
deem
it
to
be
a
risk.
Thank.
F
F
It's
obviously
something
wrong
with
my
microphone.
I
don't
think
we
want
to
hear
that
one,
not
if
we
value
our
hearing
so
just
to
come
back.
There
were
two
questions
I
believe
council
arnold.
There
was
one
around
inflation
so
I'll
deal
with
that
one.
First,
inflation
is
going
to
be
a
key
financial
issue
for
both
councils
in
the
forthcoming
financial
year.
There's
there's
three
or
four
components
about.
Perhaps
the
most
important
will
be
pay.
F
We
budgeted
for
a
two
percent
pay
award,
but
we
expect
pay
awards
to
be
higher
than
two
percent,
I'm
projecting
at
the
moment
between
four
and
five
percent.
I
will
have
better
indication
I
think,
at
the
end
of
the
next
month,
because
the
employer
side
is
due
to
meet
with
the
unions
and
negotiations
are
due
to
start.
F
The
second
issue
is
energy,
so
we,
our
energy
contracts,
are
due
to
come
to
an
end
in
september,
and
last
time
we
went
to
the
energy
market.
We
went
at
a
really
good
time
and
got
a
fantastic
deal.
However,
we
are
now
not
going
to
the
market
at
such
a
good
time
and
we
are
therefore
expecting
electricity
to
increase
by
50
percent
and
gas
to
increase
by
up
to
300
percent,
and
luckily
we
don't
use
that
much
gas
unless,
of
course,
you're
worthy,
and
you
may
manage
your
crematorium.
F
Consequently,
those
cost
pressures
are
probably
going
to
add
around
400
000
to
our
budgets.
I
should
have
added
this
diesel
in
there
as
well.
You
know
everybody's
been
going
up
to
the
the
pump
and
filling
up
recently
and
noticing
that
the
prices
are
escalating.
F
They've
gone
up
by
about
a
third,
we
expect
them
to
go
up
by
50.,
so
there
are
some
significant
cost
pressures
as
a
result
of
inflation,
which
we
will
need
to
carefully
manage.
I
am
planning
to
do
an
update
to
the
joint
strategic
committee
on
my
initial
view
of
financial
pressures
within
year,
a
strategy
for
dealing
with
that
and
then
looking
ahead
to
what
that
means
to
our
medium-term
financial
plan.
F
Clearly,
not
good
news,
but
not
surprising
news.
Anybody
who
picks
up
a
paper
and
reads
about
inflation
rates
of
eight
or
nine
percent
will
not
be
surprised
to
know
that
pay
inflation
is
going
to
be
a
bit
of
an
issue
this
year,
because
that's
the
background
of
the
pay
negotiation
and
in
fact
I
think
it's
been
in
the
professional
press
as
well.
F
So
if
you
get
hold
of
the
municipal
journal,
you
will
see
headlines
that
say
four
percent
pay,
so
hence
it's
quite
a
significant
issue
and
we've
highlighted
it
for
the
rest,
so
the
second
one
was
around,
I
think
more,
it's
not
capital
investment
per
se.
I
think
you
were
specifically
interested
in
our
commercial
property
portfolio
yeah.
F
So
with
respect
to
that,
that's
actually
performing
really
well.
We
have
good
tenants
in
our
buildings.
They
have
continued
to
pay
their
rent
throughout
the
pandemic
and
therefore
we're
not
perceiving
that
to
be
a
risk.
But
clearly,
if
something
changes,
we
will
bring
it
onto
the
risk
register,
but
it
is
not
perceived
as
a
risk
at
this
point
in
time.
M
A
P
Thank
you
chairman,
just
just
briefly
yeah.
I
I
wanted
to
go
back
to
council
on
on
the
flood
defenses
at
the
yacht
club,
because
I
think
it's
entirely
appropriate
to
do
so.
So
you
know
instead
of
beginning
in
november
or
december,
we'll
be
beginning
in
january.
As
I
understand
that's
the
very
latest,
and
I
hope
that
corresponds
with
the
information
that
you
have
and
completion
just
for
the
committee's
benefit
in
summer
of
of
next
year.
So,
yes,
council,
arnold
was
exactly
right
to
point
out.
P
There's
a
there's
a
delay
there,
but
you
know
we
hope
we
can
crack
on
and
with
a
fair
wind
and
decent
weather.
Get
that
flood
defense
installed.
A
Thank
you.
I
have
to
say
I've
been
sticking,
my
nose
into
that
matter
as
well
from
the
aspect
of
the
restricted,
byway
and
I've
been
speaking
with
officers
and
that's
the
information
I've
received
as
well,
and
it's
all
to
do
with
drilling
boreholes
and
looking
at
water
tables
and
that
kind
of
thing
so
counselor
staying
forth.
B
Thank
you
chair.
I
was
wondering
whether
we
could
add
another
risk,
an
opportunity
given
what
mr
randall
said
about
listening
to
the
risks
that
we're
we're
raising
and
for
me
it's
around
the
climate,
it's
around
the
job
market
and
it's
around
the
cost
of
living
and
it's
around
the
pay
increases
so
there's
a
whole
gamut
of
issues
around
staffing,
recruitment
retention
here,
and
I
think
that
really
deserves.
B
If
and
if
I've
missed
it,
and
it's
in
there
shoot
me
now,
but
I
think
it
deserves
its
own
category
in
risk
and
opportunity-
and
I
raised
this
because
you
know
I
I
haven't
spoken
to
officers.
My
specific
interest
is
housing.
As
you
know,
you
know,
there's
a
lot
of
roles
unfilled
people
leaving
in
in
our
housing
teams.
I
see
we're
recruiting
three
new
advice,
officers
which
is
exciting,
but
we're
missing.
B
Counselor,
I
will,
if
you
can
bear
with,
but
we're
missing
acquisitions
and
landlord
support
officer
again,
a
vital
post
missing
just
when
we
need
to
be
boosting
our
housing
needs
team
in
response
to
the
growing
demand.
You
know
that
we
can
see
in
all
these
figures,
so
you
know
we're
missing
housing
offices
surveyors
in
this
acquisitions
role.
B
We
need
advisers,
so
we
need
to.
I
think
we
need
a.
This
is
a
huge
risk
for
us
in
terms
of
people
are
going
to
be
poached
and
go
to
staffing
is
a
huge
risk.
People
are
going
to
be
poached
and
go
where
the
money's
better
and
just
as
we
need
to
be
capacity
building
to
meet
demand.
So
I
wondered
how
how
the
committee
feel
about
putting
in
a
a
risk
here
around
staffing
and
and
giving
it
some
really
good
thought
as
to
how
we
address
this.
B
For
me,
it's
a
it's
a
massive
risk
at
the
moment.
Thank
you.
A
I
didn't
hear
a
question
for
officers
there
at
all,
and
I
did
hear
an
item
for
debate
so
has
anybody
else
got
any
questions
for
the
officers
councillor
crisp.
E
I
could
not
let
this
opportunity
go
past
without
talking
about
climate,
so
this
is
obviously
high
on
my
list.
This
is
on
page
98.,
there's
a
big
item
on
climate
there's
many
many
subsections
and
there's
quite
a
lot
of
detail
in
there.
The
impact
major
like
likelihood
likely
risk
rating
high
status
improved.
So
if
you
read
the
small
print-
and
it
is
very
small
print-
I'd
get
special
glasses
for
this
yeah.
It
says,
despite
these
reductions.
E
Well,
these
reductions
are
not
on
track
to
achieve
net
zero
and
radical
transformations
are
needed
to
accelerate
reductions.
Now
that
does
not
look
to
me
like
an
improvement,
dear
everybody,
because
it.
This
is,
however,
worried
we
are
about
housing,
officers,
etc.
If
we
do
not
adapt
provide
a
resilient
community.
If
we
don't
address
these
issues,
if
we
don't
build
in
our
community
sustainable
systems,
we
are
in
big
trouble.
So
how
can
the
this
is
the
question
council
mcgregor?
How
can
the
improved
status
be
allocated
in
these
circumstances?
P
Chairman
through
you,
thank
you
councillor,
it's
always
a
very
difficult
judgment
call,
and
the
first
thing
I
must
say
is
that
you
know
this
is
not
in
any
sense.
You
know
a
team
of
officers
attempting
to
arrive
at
a
conclusion
in
relation
to
how
we're
doing
generally
with
a
climate
crisis.
So
you
know
you
you'll,
accept,
I'm
sure
the
the
the
sense
that
we
have
to
look
at
what
we
are
doing
organizationally
to
respond
to
be
seen
to
to
be
doing
the
right
thing
and
you're
right.
P
There
is
an
awful
lot
of
information
here
in
very
small
text,
for
which
I
apologize
by
the
way
again,
I
think
that
the
improved
element
from
the
debate
that
we
had
around
this
comes
from
the
fact
that
you
know
clearly
there's
some
additional
mitigation
and
adaptation
action
you
know
which
is
which
is
taking
place.
P
A
O
Thank
you
chair.
Yes,
let's
pick
up
on
the
climate,
a
climate
emotion,
so
I
don't
if
I
should
declare
the
time
the
cabinet
member
now
for
climate
emergency.
So
can
I
never
speak
about
it?
Of
course
you
can
good.
O
I
recently
made
a
visit
to
waverly
borough
council
and
I
read
their
climate
plan
beforehand
and
I
am
not
surprised,
but
are
nevertheless
dismayed,
that
they
accept
the
fact
that
they
cannot
reach
2013
at
zero
without
government
money
and
we're
not
getting
anything
like
what
is
necessary,
and
my
own
experience
has
been
that
the
lack
of
money
even
to
manage
projects
you
know
which,
which
we've
got,
is
so
acute
that
at
the
moment,
I
cannot
see
how
we
can
meet
our
net
zero
targets.
O
P
Through
through
you,
chairman,
I'm,
you
know
certainly
not
going
to
venture
a
country
opinion.
I
think
that
it's
it's
so
important
that
we
have
an
holistic
view
of
our
contribution.
You
know
towards
at
one
level,
as
I
indicated
in
my
earlier
response,
our
organizational
response,
which
is
the
sort
of
subject
principally
of
the
risks
and
opportunities
here
but
then
are
able
to
contextualize.
I
think
you're
very
you
know
rightly
saying
what
we're
doing,
and
indeed
what
we're
encouraging
others
to
do.
P
You
know
be
their
members
of
our
local
community,
or
indeed
you
know,
government
a
national
level
to
to
deliver
a
suitable
response
to
you
know
what
is
has
been
acknowledged
as
as
an
emergency,
and
it
sounds
like
a
classic
bureaucrats
response
as
I,
as
I
hear
myself,
giving
giving
that
response
so
in
in
pure
humphry
fashion,
but
you
you
know,
I
I'm
you
know,
like
I'm
sure,
a
number
of
you
I
you
know.
If
there
is
an
optimistic
strand,
you
know,
then
that's
that's.
P
You
know,
let's
grab
it
but
work
out
what
we
need
to
actually
do
and
support
others
in
in
doing
I
I
think
that
there's
there's
perhaps
another
part
of
your
of
my
response
to
your
question,
perhaps
deals
with
the
matter
of
government
finance,
and
you
know
this
is
certainly
not
a
political
point,
because
I
think
it
relates
to
perhaps
of
the
last
sort
of
30
40
years
or
so
that
securing
government
finance
often
comes
with
an
element
of
competitive
bidding.
P
I
think
that
there's
probably
a
strong
argument
that
I've
certainly
heard
put
forward.
You
know
by
members
of
the
of
the
council
team
that
an
emergency
like
this
goes
beyond
bidding
because
you
know,
for
example,
if
if,
if
aid
is
successful
and
worthing,
isn't
vice
versa
or
aaron
doesn't
or
brighton
hope
city
does
you
know
this?
You
can't
tackle
an
issue
like
this
in
in
such
a
localized
way,
even
though
many
of
the
actions
thinking
thinking
back
to
that
often
used
mantra
do
begin
very,
very
close
to
home.
A
All
right,
I
have
doc
I
just
now
that
mr
randall
has
knighted
himself.
I
nearly
called
you,
dr
steve
waite,
mr
wade.
Councillor
wait.
H
Thank
you
chairman.
Interestingly,
I'd
underlined
exactly
the
same
sentence
that
was
read
out
by
the
council
opposite,
but
against
my
better
judgment
I
was
going
to
not
comment
on
it,
but
I
think
now
I
I
will
do
I'm
not
sure
how
far
I
need
to
sit
back.
H
So
we're
told
here
that
the
reductions
are
not
on
track
to
achieve
net
zero
and
radical
transformations
are
needed
to
accelerate
reductions,
and
it
then
goes
on
to
talk
about
our
commitment
to
our
net
zero
pledge.
I
just
wondered:
if
the
officers
can
remind
me
how
much
when
this
pledge
was
made,
they
costed,
but
it
would
take
worthing
to
invest
in
order
to
achieve
net
zero
in
that
time
frame.
P
Chairman
ahead,
that's
a
very,
very
good
question
and
I
think
that
the
risk
here
you
know
highlights
this
figure
of
two
million
pounds.
But
in
answer
to
councillor
white's
question,
I
don't
think
that
is
the
the
overall
amount
and
I
would
probably
seek
leave
to
to
provide
a
an
answer
to
the
committee.
You
know
in
in
a
written
format
do
do
we
have
an
overall
figure.
I
think
you
know
in
all
honesty,
I'm
I'm
not
sure
actually
councillor
through
through
you,
chairman.
A
I
I
think
also
that
figure
will
have
changed
with
the
way
prices
have
gone
councillor
barrett.
A
S
P
Thank
you
thank
you
and
through
you've,
german.
Yes,
there
is
a
proposal
for
a
solar
farm
which
is
under
active
consideration
right
now,
and
we
look
forward
to
bringing
bringing
forward
that
proposal
for
members
consideration
in
due
course.
A
I
think
we're
straying
a
bit
from
the
report
councillor
arnold.
C
Thank
you
chair
and
I'm
going
to
ask
a
really
simple
admin
question
and
in
terms
of
contextualizing
the
statuses
I
mean
I've
sat
on
jgc
now
for
almost
a
year,
and
I
don't
know
how
you
categorize,
these
statuses
improved
worse
and
improved.
C
If
I
say
I've
always
had
improved
and
I
I
would
really
like
us
to
have
a
definition.
You
know
some
of
the
responses
you're
giving
are
positive,
some
are
qualitative,
so
it
would
be
really
nice
to
understand
what
improved
means
you
know
does.
That
is
that,
because
actually
you've
sought
some
cost
savings
and
therefore
you
know
and
of
x
amount.
So
I
think
that
would
be
really
really
helpful
and
you
know
particularly
for
the
new
councillors.
Thank
you.
P
A
P
Chairman,
I
think
I
said
it's
a
really
good
question
in
in,
in
the
sense
that
you
know
the
the
diff
the
nature
of
the
risks
will,
to
some
extent
you
know,
govern.
You
know
how
we
respond
and
evaluate
you
know
our
responses
to
those
risks.
I
will
turn
to
my
colleague,
mr
lowe,
who
holds
the
corporate
leadership
team,
to
strict
account,
I
might
say
in
terms
of
the
the
quantitative
aspects
and
and
actually
challenging
us.
P
You
know
if
we
you
know
were
minded
to
sort
of
drift
towards
consideration
of
a
corporate
risk
as
it
improved
without
a
very
good
reason.
Q
Thank
you,
chairman
yeah.
This
report
is
actually
a
trial
really
on
how
we're
reporting
risks.
You
probably
remember
from
previous
occasions
it's
been
done
in
a
different
way.
There's
been
a
lot
more
text,
so
hopefully
this
is
obviously
we
apologize
for
the
small
print,
but
we
will
improve
on
it
moving
forward,
but
in
terms
of
the
status
I
mean
it's
really
a
subjective
view.
That
is
some
challenge
with
clt,
with
the
council's
leadership
team.
Q
It
will
sort
of
highlight
if
there
have
been
improvements
to
the
overall
risk
in
terms
of
reducing
it
down.
It
might
not
reduce
the
overall
score,
which
is
subject
to
the
risk
strategy
that
we
use.
We
use
a
template
which
provides
an
overall
score,
but
it
just
gives
an
overall
view
as
to
so
you
can
see
as
members
if
things
are
improving
or
if
they're
they're
reducing.
I
apologize
for
the
bits
on
the
the
flood
defense
issues,
but
we
will
update
that
for
future,
but
hopefully
that
explains
things
jim.
Thank
you.
Q
Just
come
back
to
that
point
chairman,
I'm
just
going
to
say
that
the
the
wrist
strategy
is
available
on
the
website,
but
I
can
send
members
the
link
to
it,
so
they
can
see
it
and
obviously
it's
a
good
point.
You
make
about
status
moving
forward.
The
strategy
will
get
reviewed
at
the
end
of
this
year
again,
so
something
we
can
take
on
board
for
perhaps
looking
at
how
statuses
can
be
scored
if
you
like
moving
forward.
So
thank
you
for
that
point.
A
Are
there
any
more
questions?
We
can
now
move
on
to
the
debate
and
I
know
council
sustained
forth.
If
you
could
summarize
it
I'm
going
to
call
a
short
recess,
as
we
would
have
been
sitting
for
nearly
two
hours,
so
just
to
remind
people
that
you
might
be
between
a
council
with
a
full
bladder
and
the
loo,
so
if
we
can
keep
it
as
short
as
possible,
it's
not
me.
C
And
I'd
like
to
second
that
as
well,
because
actually,
I
think,
there's
an
awful
lot
of
risk
and
an
awful
lot
of
financial
risk
there
as
well,
because,
ultimately,
if
there's
not
enough
staffing,
then
we
face
more
financial
risk
because
of
all
the
disinformation,
that's
impacted
and
added
additional
added
additional
costs.
So
I
would
like
to
back
that
up.
P
Thank
you,
jim
no
doubt,
mr
mr
lowe
will
highlight
that
there
are
references
to
staffing
in
the
risk
register
as
it
stands,
but
I
think
it's
as
I
indicated
earlier,
it's
important
that
you
know
we
bring
the
risk
register
here,
hear
what
you
as
collective
and
individual
members
have
to
say
about
it
and
take
take
that
back
for
consideration.
P
So
you
know
it's
it's.
Certainly
it's
certainly
something
that
we
we
can
consider
and
if
staffing
you
know,
reaches
the
point
where
it's
it,
it's
such
a
you
know
a
vital
risk,
as
I
think
councils
have
pointed
out,
then
we
we
might
well,
you
know
categorize
it
on
its
own.
I
think
my
my
note
of
caution
you
know
would
be
that
it
is.
It
is
linked
in
you
know,
with
other
risks,
to
relate
to
what
we're
trying
to
achieve
through
the
council's
activities.
P
So
I
think
we
need
to
to
make
sure
that
we're
applying
it.
You
know,
rather
than
looking
at
it
in
in
glorious
isolation,
but
I
would
be
you
know
more
than
happy
to
take
that
back
to
my
colleagues
on
the
corporate
leadership
team
and
consider
how
we
can
represent
to
you
as
a
committee.
You
know
that
we
have
taken
staffing,
you
know
our
or
your
concern
about
staffing
on
board.
B
Very
quickly
just
that
it
is
a
theme
that
runs
that
cuts
through,
and
that
is
exactly
why
it
needs
to
be
out
on
its
own,
and
we
need
a
strategy,
a
global
strategy
to
address
it
and
that's
what's
different,
I
think,
to
looking
at
all
these
aspects
in
isolation.
Thank
you.
Q
Yes,
thank
you
chairman.
The
point
made
about
staffing
is
a
risk.
Just
refer
the
committee
to
paragraph
4.3.
Q
J
That's
a
pretty
good
compromise
very
quickly
because
of
the
aforementioned
toilet
break.
Could
I
ask
the
officers
when
they
do
report
back
on
the
inclusion
of
staffing
in
their
risk
report?
Can
they
give
us
an
idea
of
how
much
we
are
going
to
increase
somebody
or
their
or
their
department's
workload
by
in
producing
that
report?
A
You
councillor
morgan.
I
So
obviously,
if
there's
a
proposal
in
a
second
we're
going
to
vote
on
it,
I'm
guessing
in
a
minute,
do
we
want
to
vote
well?
The
point
I
was
trying
to
make
in
its
current
form.
I
don't
think
we
can
support
it.
I
think
we
should
the
way
risk
works
is
is
obviously
a
risk
assessment
is
undertaken
and
then,
when
risks
are
identified,
they're
added
to
the
register,
we
can't
just
arbitrarily
add
them,
and
I
don't
think
that's
something.
We
can
therefore
take
forward
in
this
current
form.
Well,.
A
We
let's
go
ahead,
then
we
have
a
motion:
that's
been
proposed
and
seconded,
so
that
motion
is
now
open
to
debate
and
you've
started
the
debate.
Councillor
crisp.
E
I'm
responding
in
you
know
in
the
moment,
because
this
was
not
on
the
agenda,
but
I've
looked
at
a
lot
of
the
themes
that
we've
talked
about
tonight,
so
there's
the
homelessness
situation,
housing
supply,
climate,
emergency
development
of
sites,
the
mention
of
high
quality
jobs
in
mp8
and
then
going
back
to
the
appendix
a
from
earlier
from
the
or
governance
strategy
where
it's
called
there's
the
thing
about
apprenticeships.
B
I
don't
necessarily
taking
on
board
what
councilman
morgan
said.
We,
what
we
could
do
is
ask
staff
to
ask
senior
staff
to
consider
it
at
the
clt
and
also
to
be
looking
at
a
risk
assessment
around
staffing
with
all
of
these
things
in
mind.
So
if
I'm
sure
you
wouldn't
need
help,
but
if
you
were
to
need
help
breaking
it
down
and
thinking
about
all
the
aspects
of
that
that
could
cause
risk.
B
I'm
sure
there
are
people
here
that
would
offer
that
help,
but
I
think
we
need
to
explore
it
and
we
need
to
risk,
assess
it,
and
then
we
need
to
make
a
decision.
I'd
like
to
see
it
looked
at
separately
is
what
I'm
saying.
Thank
you.
A
Okay,
councillor
silman.
O
A
I
I
think,
as
we
have
this
as
we
have
this
motion,
I
think
we
need
it
worded
and
written
out,
and
so
if
we
could
have
something
in
fact,
why
don't
we
have
a
recess?
Now,
while
you
put
something
together
and
then
come
back
and
debate
it?
A
F
A
Councillor
chowdhury
isn't
back
yet,
but
let's
just
make
a
start,
I
think.
Does
anyone.
A
Oh,
yes,
we
are,
let's
just
plow
off
right.
Well,
I
think
there's
been
a
negotiated
motion.
I
will
read
it
out
as
best
I
can.
The
members
of
the
corporate
leadership
team
consider
how
best
to
represent
concerns
expressed
by
the
committee
over
staffing
matters
as
part
of
their
next
review
and
report
on
the
risks
and
opportunities.
A
A
You
having
been
proposing
second
did.
This
item
is
now
open
for
what
I
hope
is
going
to
be
a
very
short
debate.
I
As
the
one
that
challenged
the
original
word
and
I'll
just
say,
I'm
happy
with
that
now.
Thank.
A
A
Nope
so
that
is
carried
have
my
piece
of
paper.
Thank
you
very.
N
A
A
Cancel
the
crisp.
Do
I
have
a
second
o
counselor
wilkinson,
I
haven't
been
proposing
second
dead.
I
would
request
a
vote
by
where
show
of
hands
all
those
in
favor.
A
C
A
L
Yes,
thank
you
chair.
This
is
the
long-awaited
review
of
the
council's
constitutions.
L
L
Now
the
report
sets
out
the
mechanism,
which
is
the
establishment
of
a
working
group.
It
also
suggests
a
time
scale
for
that
which
is
an
ambitious
one,
but
deliberately
so
because
I
know
that
most
members
who
have
expressed
an
interest
in
this
want
to
get
on
and
do
it.
Having
said
that,
we
must
take
time
to
take
into
account
the
views
of
all
members.
L
It
is
up
to
this
committee
to
decide
the
size
of
that
working
group.
The
suggestion
of
paragraph
4.2
is
just
a
suggestion.
It
doesn't
have
to
be
adhered
to.
You
could
have
as
many
as
you
want
on
that
working
group
or
as
few
as
you
want,
but
that
is
a
matter
for
you
as
members
to
decide
and
including
also
the
makeup
of
that
group
as
to
the
relative
numbers
of
the
political
groups.
L
So
the
deadline
we're
aiming
for
is
the
27th
of
september
back
at
this
committee,
and
that
is
an
achievable
one.
I
think,
but
equally
if
the
working
group
wanted
more
time
and
felt
there
wasn't
enough
time
in
that
period.
That
period,
of
course,
could
be
extended,
but
hopefully
that
won't
be
necessary,
but
it's
there.
L
A
C
I
know
I
keep
everybody
busy
and
thank
you,
chair
and,
and
I'm
going
to
start
by
saying,
thank
you
very
much
for
this
absolutely
comprehensive
piece
of
work,
because
one
of
the
things
I
used
to
I
have
been
pulling
my
hair
out
as
being
a
counsellor
for
four
years
is,
is
just
referring
to
the
right
passage
in
the
cons
into
the
constitution
and
where
to
find
it
and
the
subsection.
So
I
think
it's
a
really
brilliant
piece
of
work.
So
thank
you
and
section
3.1.
C
I've
got
a
bit
of
an
irk
with
the
terminology,
and
the
council's
constitution
should
primarily
be
a
local
driven
document
that
reflects
the
character
and
culture
of
the
organization.
Well,
I
think
it's
the
other
way
around.
I
think
we
should
the
the
constitution
set
the
character
and
the
culture
of
the
organization,
because
you
could
have
a
culture
of
organization
of
bullying.
You
don't
want
to
reflect
that,
for
example.
C
So
that's
just
a
small
thing,
but
I
think
quite
important
and
the
other
thing
I
was
going
to
ask-
and
I
would
really
I
would
like
to
say
that
some
of
the
things
that
I
think
are
really
great
about
are
about
the
strengths
of
emphasis
on
the
ability
of
members
and
public
to
request
call-ins
and
more
relaxed
rules
around
those
that
so
the
sort
of
things
I
think
is
really
positive
and
with
the
working
group
as
a
suggestion,
I
would
just
ask
on
the
worthing
borough
side
I
guessing
there
is
now
not
a
independent
space,
because
I
believe
that
independent
there's
only
there
was
one
independent
and
that
that
that
person's
now
gone
back
into
the
conservative
party.
C
Is
that
right?
So
I
guess
that's
a
small
small
amendment.
Okay,
thank
you.
I
was
just
going
to
ask
the
question
about
people's
propensity
to
increase
the
num
increase,
the
numbers
and
the
and
therefore
the
the
ratios,
because
obviously
this
is
a
really
important
piece
of
work
which
spans,
I
don't
quite
sure
when
the
next
review
will
be.
So
I
would
just
add
that
I
think
it
might
be
worth
looking
at.
C
L
Thank
you
to
councillor
arnold
for
a
comment
about
the
organization
reflecting
the
constitution.
I
think
it
is
a
mirror.
I
think
it's
it's.
It
is
the
right
way
around.
You
expressed
it.
So
thank
you
for
that.
The
independent
member
should
read
liberal
democrat
now
for
the
over
the
worthing
constituent
and,
as
I
said
at
the
outset,
the
number
of
members
on
this
working
group
is
for
this
committee
to
debate
and
decide
upon.
L
H
Thank
you
chairman.
I
have
a
question
for
the
legal
officer
and
it
relates
to
it
started
off
in
the
annual
council
meeting
of
wording
borough
council,
at
which
the
leader
of
the
council
made
a
comment
about
one
of
the
items
that's
contained
in
this
report
on
one
of
page
107
and
said
that
that
would
be
coming
into
effect
and
the
one
is
is
part
of
the
way
down.
It
says
proposal
to
appoint
an
opposition
member
to
chair
overview
and
scrutiny.
H
L
The
officers
would
look
to
members
to
appoint
another
chair
of
that
committee.
If
the
so,
I
think
the
way
the
constitution
will
be
worded
is
not
to
make
it
a
mandatory
instruction
that
the
opposition
must
take
up
the
chair,
but
they
should
be
offered
that
as
a
first
point,
so
they
should
be
given
first
refusal
on
that
position
when
it
comes
to
appointing
chairs.
So
if
they
chose
at
that
point
not
to
take
it
up,
then
it
would
be
open
to
the
rest
of
the
members
to
appoint
somebody
else.
L
A
A
J
Thank
you
just
for
clarity.
It
was
said
by
head
of
legal
services
that
the
the
makeup
of
the
working
group
is
up
for.
Debate
was
the
implication
that
that
is
up
for
debate
at
this
meeting
now
or
at
some
stage
in
the
future,
because
if
it's
up
for
debate
at
this
meeting
now,
I
think
we
need
to
do
that.
L
Absolutely
is
for
debates,
and
now
council
wait
quite
it's
it's
imperative
that
we
get
this
working
group
up
and
running
as
quickly
as
possible
and
for
this
committee
to
decide
tonight
what
its
constituents
would
look
like
would
be
a
real
help
to
get
that
process.
Moving.
T
With
your
forbearance,
I'd
like
to
go
through
the
monitor
office
report
with
comments
and
a
few
questions,
thank
you
in
one
one.
T
It
states
that
internal
governance
review
by
the
council's
monitor
officer
now
this
this
internal
governance
review,
who
did
the
monitoring
officer,
consult
during
this
review?.
A
L
So
I
consulted
with
the
chief
executive
and
the
the
my
director
for
digital
resources.
L
No,
this
was
my
initial
review
on
my
appointment
to
the
council
was
asked
to
look
at
the
constitution
review
it
for
for
the
purposes
of
the
bringing
it
forward
to
this
committee,
so
that
was
the
preliminary
piece
of
work
prior
to
bringing
it
forward
this
committee.
Clearly,
if
I'd
looked
at
the
report-
and
I
thought
the
constitution,
I
found
absolutely
nothing
that
needed
changing.
L
I
would
have
reported
that
to
the
chief
executive,
who
may
well
have
said
well,
that's
that
there's
no
nothing
here
to
to
be
done
perhaps,
but
my
review
was
with
a
as
a
pre
prelude
to
bringing
it
forward
to
this
committee.
Okay,
so.
T
It
was
your
opinion
that
the
changes
need
to
be
made.
Thank
you
in
1.2,
you
move
on
to
say
that
there's
an
identified
desire.
Can
I
ask
where
this
identified
desire
originated.
L
T
L
It
was
at
that
stage,
as
I
say,
very
preliminary
stage.
As
I
was
looking
at
the
constitution,
I
was
approached
by
a
number
of
members
who
who
were
voicing
those
views
quite
independently
and
voluntarily
at
the
time
the
the
consultation
with
the
wider
membership.
I
think,
as
I
said
earlier,
is
a
very
key
part
of
the
work
of
the
the
group
and
will
be
important
to
factor
all
of
that
into
the
final
recommendations.
T
L
Well,
that
would
be
for
the
working
group
to
consider
councillor,
but
I
think
the
various
things
that
we
could
do
to
improve
decision
making,
particularly
in
terms
of
recording
and
publishing
some
of
the
officer
decisions
that
are
made
which
isn't
as
transparent.
I
think
as
it
could
be
at
the
moment
and
ensuring
that
decisions
are
informed,
perhaps
by
the
overview
and
scrutiny
committee's
input
at
an
earlier
stage
rather
than
being
retrospective
post-decision
scrutiny
is
something
for
the
group
to
to
discuss.
Certainly.
T
In
3.2,
you
state
that
the
concerns
have
been
expressed
about
the
constitution
may
ask
who
expressed
those
concerns.
L
T
Under
issues
for
consideration
5.1,
you
state
that
this
will
provide
a
service
that
meets
the
needs
of
a
community.
How
will
it
do
that,
and
are
you
saying
that
the
service
we
have
at
the
moment
does
not
meet
the
needs
of
the
community.
L
Not
at
all
that
wasn't
the
intention
of
that
sentence
at
all.
It's
really
about
designing
a
constitution
which,
as
I
said,
reflects
the
needs
not
only
of
the
council
but
as
an
outward
facing
document
reflects
the
needs
of
the
communities
that
we
serve
so
how
to
enable
the
public,
for
example,
to
better
engage
with
the
authority,
how
to
be
able
to
input
into
decision
making
a
little
bit
more
effectively
how
to
have
their
voices
heard
as
as
far
as
possible
within
the
legal
framework
that
we
operate.
T
L
That's
again
for
the
the
group
to
consider
I
I've
put
forward,
so
I
will
be
putting
forward
some
proposals
for
the
group
to
consider.
They
may
not
accept
them
and
that's
quite
within
their
rights
to
do
so.
But
certainly
a
lot
of
the
current
document
take
contains
repetition
and
there's
a
lot
of
repetition
in
the
document
which
we
can
just
simply
do
that
it
doesn't
remove
the
contents,
but
it
does
make
the
document
a
lighter
weight
document
and
easier
to
read.
T
It
does
state
that
it
will
contain
fewer
than
400
pages
that
may
contain
fewer
than
500
pages
anyway.
Moving
on
I'm
interested
in
a
reminder
of
members
corporate
parenting
responsibilities,
can
you
tell
me
what
corporate
parenting
responsibilities
are.
L
Yeah,
this
is
something
which
is
normally
associated
with
those
authorities
that
have
child
care
responsibilities.
But,
of
course,
we
we
aren't
immune
to
the
fact
that,
within
our
communities
there
are
children
who
are
in
need
and
as
an
authority,
we
have
various
statutory
obligations
which
impact
on
the
children
in
need
within
our
areas
and
therefore
we
may
have
children
who
are
in
care
place
within
worthing
and
ada,
for
example,
for
whom
we
have
certain
responsibilities
in
addition
to
the
authorities
placing
them
there.
L
So
it's
just
raising
awareness,
it's
not
a
major
plank
of
the
constitution,
but
it
is
a
feature
that
is
good
practice
to
include
within
it
just
to
remind
members
of
that
role
that
they
play
in
respect
to
the
services
they
deliver
to.
The
communities
where
there
are
children
who
perhaps
are
in
need.
T
Thank
you.
Councillor.
Wait
has
already
touched
on
the
proposal
to
appoint
an
opposition
member
to
the
chair
of
overview
and
scrutiny,
but
by
going
to
the
next
part,
ownership
of
the
overview
and
scrutiny
work
programme
be
given
to
the
committee.
I
served
on
the
overview
scrutiny
committee
for
many
many
years
and
I
was
always
under
the
impression.
In
fact,
I
think
I
was
told
many
times
that
the
committee
did
own
its
own
work
program.
T
Thank
you
again
on
overview
scrutiny.
You've
got
to
strengthen
emphasis
on
the
ability
of
members
of
the
public
to
request
items
well
again,
having
served
on
that
committee
for
many
years.
That
has
always
been
the
case
and
everyone's
been
aware
of
that.
So
how
would
you
intend
to
strengthen
the
emphasis
it's.
T
L
This
is
all
to
do
with
members
declaring
disclosable
pecuniary
interests
and
those
circumstances
in
which
a
dispensation
from
from
being
sorry
I'll
start
again,
when
a
member
has
to
disclose
a
dis
pecuniary
interest,
they
have
to
cease
any
taking
any
part
in
the
debate.
They
have
to
remove
themselves
from
the
chamber
and
not
take
part
in
the
vote.
L
Now
there
is
an
opportunity
to
seek
a
dispensation
from
having
to
do
that,
but
at
the
moment
there's
no
procedure,
no
protocol,
which
states
how
that
decision
is
arrived
at,
in
other
words,
when
a
member
can
apply
for
dispensation
how
it
is
agreed
and
who
takes
the
decision
to
agree
it.
So
this
is
just
a
short
protocol
which
establishes
a
clear
procedure
for
applying
for
and
being
granted
a
dispensation
in
those
circumstances.
T
A
Thank
you
councillor,
james,
very
thorough
council,
staying
forth.
B
Thank
you
chair.
I
was
wondering
on
4.2.
We
have
to
think
about
the
numbers.
So
so,
let's,
let's
do
just
that.
B
If
the
intention
is
to
run
this
working
group
over
the
summer
and
conclude
in
september,
then
obviously
a
lot
of
people
are
going
to
be
absent
a
lot
of
the
time,
and
I
wonder
whether
the
committee
feel
that
eight
in
number
is
enough
councillors
on
here
and
whether
we
might
seek
to
increase
that,
in
view
of
the
fact
that
we
are
going
to
lose
a
lot
of
capacity
over
the
time-
and
we
may
end
up
with
just
eight
on
if
we
choose
to
have
ten
so.
A
Yes,
just
that
wasn't
really
a
question.
B
Yes,
it
was
chair,
I'm
asking
us
to
review
the
if
we
can
review
the
numbers
with
that
in
mind.
Thank
you.
L
J
Thank
you
chair,
following
on
from
that,
funnily
enough.
I've
jotted
down
a
few
figures
here
to
try
to
start
the
ball
rolling
here.
If
worthing
borough
council
were
to
increase
membership
to
four
labour
councillors
and
two
conservative
councillors,
I
I
think
at
137th
of
the
membership
of
the
council
and
lib
dem
would
be
lucky
to
be
included.
J
We
leave
ada
as
it
is.
That
gives
worthing
a
slight
advantage,
but
then
the
numbers
our
population
do
merit
that,
and
I
think
we
need
to
reflect
the
current
balance
of
the
council,
which
currently
we
outnumber
the
conservatives
two
to
one
this.
J
This
would
take
care
of
the
suggestion
from
canceler
stay
forth
over
there
that
we
increase
it
up
to
ten,
and
I
think
that
that
would
avoid
too
many
people
who
then
might
be
tempted
not
to
turn
up
because
they
knew
so
many
other
people
were
there
and
therefore
you
would
lose
little
bits
of
knowledge
here
and
there,
as
each
person
was
not
absent,
so
long-winded,
and
I
did
it
slowly
in
case
anyone
was
jotting
it
down.
A
Right
that
wasn't
really
a
question.
So
do
we
have
any
more
questions
before
we
go
on
to
the
debate,
and
then
we
will
add
that
counselor
wait
white
to
the
debate.
E
E
Thank
you
chair,
so
my
question
is
having
not
been
on
a
working
group
before
when
and
where
do
they
meet.
It
says
fortnightly
when
and
where.
L
Again
I'll
be
guided
by
the
the
member,
the
members
of
that
group
as
to
whether
you'd
like
to
meet
in
person
or
whether
you'd
like
to
meet
online
in
in
a
teams
or
zoom
setting,
we
could
do
either
to
to
suit
to
suit
the
members
of
the
group.
So
it
may
be
easier
simpler
for
you
to
do
it
online,
but
it
might
be
something
you'd
like
to
get
together
physically
in
a
room
on
and
and
work
through
together.
So
it's
in
your
hands
could.
E
L
General,
I
can
say
it's
from
my
experience:
I've
always
done
them
in
person
because
it
is
something
which
brings,
I
think,
out
the
best
of
people
when
they're
in
the
same
room
together.
L
That's
not
to
say
we
shouldn't,
do
it
in
any
any
other
way
so,
but
my
preference
would
be
to
do
it
in
person.
But
that's
that's.
It's
not
my
call.
U
Thank
you,
chair
just
to
understand
the
terms
of
reference
to
the
working
group.
So
am
I
am
I
missing
something,
or
this
is
two
separate
constitutions?
Isn't
it
one
for
each
council,
so
is
there
a
danger
that
or
would,
for
example,
speaking
parochially,
the
oda
district
council
members
have
the
final
say
on
their
constitution
and.
L
L
Now,
whilst
it
would
be
ideal,
certainly
from
an
officer
perspective
to
have
those
constitutions
mirror
each
other
as
far
as
possible
for
ease
of
application
and
and
advice
that
is
not
a
requirement,
each
authority
will
ultimately
be
the
determinant
of
its
own
constitution.
L
That's
why
it
must
go
to
both
councils
at
the
end
of
the
day,
for
each
council
to
decide
what
its
constitution
should
contain,
so
worthy
will
not
decide
what
ada's
constitution
contains
and
vice
versa.
But
the
two
documents
do
in
fact
at
the
moment,
mirror
each
other
quite
substantially,
and
that
does
make
for
ease
of
working.
I
Just
referring
to
what
councillor
white
has
just
mentioned
about
the
the
balance,
am
I
right
in
saying
that
the
approach
of
the
working
group
group
should
be
apolitical
and
therefore
tussling
for
seats
and
votes
on?
It
is
something
that
should
be
avoided.
L
I
think
there's
a
lot
to
be
said
for
that.
I
think
a
lot
of
progress
can
be
made
if
people
leave
their
political
hats
outside
the
room,
but
inevitably
there
will
be
some
political
impact
of
some
of
these
proposed
changes,
for
example,
the
chairing
of
the
overview
and
scrutiny
committee
or
the
the
weight.
L
That's
given
to
the
opposition
in
being
able
to
put
items
on
the
agenda,
for
example,
but
ideally
members
can
envisage
themselves
both
in
administration
and
opposition
when
they
look
at
this
constitution
and
take
that
view
quite
objectively
and
apolitically
as
far
as
possible.
I
think
that
would
be
a
good
starting
point.
J
Thank
you,
chair
through
you,
or
or
perhaps
not
even
through
you,
the
the
the
question
that
my
colleague
council
morgan
just
brought
up.
It's
a
well-intended
one.
O
A
A
Debate
yet,
but
we
can
are
there
any
more
questions,
counselors
staying
forth.
B
I
thought
councillor
chris
wanted
to
ask
something:
then
I'd
stay
along
her
papers
for
a
moment.
I
want
to
ask
whether
we
can
rethink
the
ada
numbers
in
proportion.
We've
only
got
one
labor
and
we've
got
nine
councillors,
so
is
that
rain?
Yes,
crikey
me,
I've
got
no
coat,
I'm
walking
home.
I
appreciate
what
my
colleagues
across
the
floor
have
said
about
this
being
political,
it's
not
political,
but
it
needs
to
be
representative
of
the
people
that
have
elected
us.
So
I
think
that's
really
important.
H
Well,
in
only
in
the
hope
of
shortening
this,
this
questioning
in
debate
a
bit
I
mean:
can
the
legal
officer
confirm
that
whatever
the
working
party
concludes
and
whatever
this
committee
concludes,
the
final
decision
will
be
made
at
full
council
of
each
relevant
authority.
So
if
something
goes
there,
they
don't
like,
they
will
simply
change
it
at
the
full
council
meeting.
Is
that
correct.
A
You
now,
if
there
are
no
more
questions,
I
think
we
should
open
this
to
debate
now,
while
people
have
been
speaking,
I've
been
writing
down
numbers
and
I
suggest
and
shoot
me
down
if
you
want
that
rather
than
having
because
we're
going
to
lose
people
during
the
holidays,
that
we
actually
increase
the
numbers
quite
considerably.
A
But
I
don't
know
I
mean
I'm
just
throwing
that
out
there
to
be
debated
and
changed
by
councillor
stanford.
B
I'm
I'm
absolutely
I'm
absolutely
in
favor
of
your
most
of
what
you've
suggested,
except
for
we
are
over
representing
our
over-representing,
our
independent
lib
dem
and
green
vote
here
by
having
a
lib
dem
on
there.
Who's,
as
you
say,
is
one
in
37.
Is
it
we're
having
a
green
on
here
who's
two
in
two
in
29,
and
you
know
an
independent
who's,
something
similar
2
and
29?
Also,
so
that's
not
representative
what
I'd
suggest
in
just
to
tweak
what
you've
suggested
chair
is
was
it
for?
B
I'm
sorry,
it's
not
for
me
to
say
about
worthing,
but
something
like
for
labor,
too
conservative
and
worthing,
and
then
two
conservative,
two
labor
in
ada.
B
Sorry,
three,
three,
three
conservative,
two
labor
we've
just
been
crunching
some
numbers,
so
three
conservative
and
two
labour
in
aider
and
that
might
just
work.
A
A
Besides,
I
think
there
will
be
consultation
of
all
councillors
as
part
of
this
working
group
so,
and
I
know
that
the
end
one
of
the
independent
councillors
has
made
representations
to
be
part
of
this
working
group
on
ada
as
well,
and
I
we
still
have
the
leadership
is
still
the
leadership
on
these
committees.
A
B
Thank
you
chair,
just
humor
me
a
second.
There
is
no
reason
why
any
counselor
can't
input
into
this
process.
Every
single
counselor
of
whatever
color
can
can
can
input
into
this
process,
and
they
can
do
that
through
the
normal
channels.
Through
the
legal
officer,
everybody
should
have
a
voice
on
this
if
they
want
to
have
a
voice
on
this
doesn't
mean
they
need
to
be
on
a
working
group.
Thank
you.
A
J
Thank
you
chair.
You
mentioned
you
had
been
approached
by
an
independent
name.
Ada.
Have
you
by
any
chance,
had
any
conversations
with
the
liberal
democrat
councillor
in
worthing
because
were
we
to
carry
on
this
debate,
we've
forced
somebody
into
a
job.
A
E
I'm
not
sure
if
now
is
the
right
time
to
raise
this
issue,
but
given
the
constitutional
differences
between
the
two
councils,
is
there
even
such
a
thing
as
a
joint
governance
committee
going
forwards?
Are
we
going
to
have
joint
committees
going
forwards,
and
is
that
going
to
be
part
of
our
remit
to
consider,
or
is
that
in
a
separate
place.
A
I
don't
think
that's
for
this
particular
debate.
Councillor
borum,
I
think
you
raised
your
hand.
K
Thank
you
very
much.
I
know
the
membership
of
this
committee.
We
have
the
same
number
of
members
from
worthing
as
we
do
the
same
number
from
from
ada.
K
They
are
eight
and
if
it
is
truly
to
be
a
joint
working
party,
then
I
I
would
strongly
support
having
the
same
number
of
worthy
members
as
we
do
ada
members
on
this,
because
if
you,
you
can
always
consult
with
other
members
anyway,
and
we
do
many
things,
a
joint
which
is
50
50
in
in
this
in
in
this
room,
and
I
don't
want
to
start
setting
a
precedence
where
decisions
are
based
upon
the
number
of
population,
which
means
that
ada
members
will
always
be
outvoted
by
worthing
members
on
mata.
Thank
you.
H
H
A
So
so
having
been
proposed
and
seconded,
that
item
is
up
for
debate
and
I
think
councillor
silman
raised
her
hand.
O
I
did
I
was
actually
going
to
ask
you:
could
you
repeat
it
which
you've
done
and
to
say
that
I
support
that
suggestion
and
also
just
to
add
that,
although
I
mean
apolitical,
unless
we're
going
to
examine
all
our
subconscious
and
all
our
predispositions
and
everything
else,
I
doubt
that
a
political
totally
exists
totally
a
political
exists,
but
there
will
be
different
emphasis.
There's
no
doubt
and
that's
partly
political
and
partly
temperamental.
You
know
we.
We
have
different
views
to
how
much
we
want
to
engage
with
the
public,
how
how
often
in
what
way.
O
So
I
don't
think
there's
anything
wrong
in.
I
think
it's
important
to
have
people
from
different
political
colors,
because
they
will
also
reflect
different
approaches
to
to
the
function
of
the
constitution
and
how
it
is
changed,
and
I
think
that
that
matters.
A
Thank
you,
councillor,
silman.
Is
there
anybody
else
that
would
like
to
councillor
ghana.
G
L
Go
ahead
share
with
your
permission,
I
don't
think
it's
unworkable.
I
think
the
very
practical
point
that
council
stanford
mentioned
earlier
that
at
any
given
moment,
several
members
may
be
unavailable
from
we're
going
through
the
holiday
period
in
the
summer.
L
Members
will
understandably
have
other
commitments
and
therefore
we
need
to
have
sufficient
numbers
to
make
this
group
work
workable,
even
with
the
absence
of
a
few
of
them,
and
so
therefore,
I
think
those
numbers
are
workable
on
the
assumption
that
we
will
not
always
have
all
of
them
present
at
any
one
meeting
now.
L
The
continuity
point
that
I
think
councillor
wait
mentioned
earlier
is
an
important
one
and
we
don't
want
to
lose
that
continuity
and
loss
of
knowledge,
but
I
think
we
will
have
sufficient
numbers
there
to
maintain
that
continuity
at
this
level,
that's
been
proposed.
A
Thank
you
councillor,
andy
white.
J
Thank
you
chair
just
to
clarify
for
myself
at
least
I'm
not
familiar
with
the
independent
councillors
on
ada
district
council.
It
was
proposed.
There
was
two
of
them.
Are
they
gonna
fight
over
this
position
or
do
they
work
as
a
team.
A
So
I'm
sure
they'll
agree
between
them.
They
represent
the
shawn
beach
residents
association
and,
if
there's
any
dispute,
it
would
go
to
the
vote
of
the
association.
I
think.
A
Thank
you
any
other
councillor,
james.
T
We
have
spent
just
discussing,
thank
you
just
discussing
who
is
going
to
be
on
this
committee,
the
bureaucratic
process,
it
just
amazes
me,
and
it
fills
with
doom
and
gloom,
whoever
serves
whoever
serves
on
this
working
party.
I
want
nothing
to
do
with
it.
I
think
the
whole
process
is
undemocratic
and
unnecessary,
and
I
cannot
support
it
in
any
way,
shape
or
form.
A
K
Just
very,
very
briefly,
given
the
recommendations
of
the
committee
is
going
to
come
to
a
working
group,
who's
going
to
come
to
this
committee
and
then
to
the
various
different
councils,
where
there
is
democratic
voting
at
each
of
the
councils
as
to
whether
they
do
or
do
not
support
this
code.
Then
I
disagree
with
the
comments
just
made.
A
A
Well,
I'm
not
going
to
add
I'm
going
to
clarify
that
these
decisions
will
be
made
by
the
leaders
which
I
think
it
says
somewhere
in
the
notes
of
each
group.
So
I'm
going
to
read
it
out
again.
So
worthing
borough,
council
members,
there
will
be
four
labour,
two
conservative,
one
liberal
democrat,
an
ada
district
council.
There
will
be
three
conservative,
two
labour
one
green
and
one
independent.
L
A
I'm
going
to
ask
the
question:
just
in
case
someone's
got
a
question:
are
there
any
questions
for
mr
wilde
regarding
the
content
of
this
report?
Thank
you.
The
item
is
now
open
to
debate.
A
I
don't
know
why
I
just
saw
council
arnold
tried
to
raise
a
hand.
It
was
a
reflex.
A
Right
so
we
asked
we
are
asked
to
note
the
nomination
from
lansing
parish
council
of
the
appointment
of
councillor
mike
mendoza
as
a
co-opted
member
of
the
joint
governance
committee
for
2022-23,
and
recommend
the
appointment
to
aid
district
council
and
worthing
borough
council
and
to
note
the
nomination
of
something
parish
council
of
the
appointment
of
councillor
john
salisbury.
As
a
co-opted
member
of
the
1-1-1
agenda
item
10
joint
governance
committee
for
2022-23
and
recommend
the
appointment
to
a
district
council
on
worthing
borough
council.
A
I
think
we're
a
joint
committee,
so
we
can
all
do
it.
So
surprisingly,
council
morgan
has
proposed
a
motion
and
I
think
I
did
I
see
councillor
wilkinson
has
seconded
it.
So
I
request
a
vote
for
by
way
of
show
of
hands
all
those
in
favor.
C
A
A
K
The
forum
chairman
that,
once
we
do
have
many
joint
committees,
and
I
do
hope
that
we
continue
to
have
many
joint
committees.
There
has
been
a
practice
in
the
past
where,
if
it
is
a
purely
ada
matter
or
a
purely
worthing
matter,
they
they.
The
members
not
involved
in
the
in
this
decision,
abstain
in
the
voting
while
staying
in
the
room.
And
then
we.
H
The
reasoning
behind
this
has
been
questioned
before
and
it's
lengthy
and
complex,
but
if
you
just
take
it
upon
trust,
but
it
will
go
to
both
councils,
and
that
is
the
proper
procedure,
and
that
has
always
been
the
proper
procedure
and
what
I
would
say
is
that
actually
it's
come
much
earlier
this
year
than
it
has
in
the
past,
because
I've
complained
about
it
before
normally
we're
agreeing
this
in
about
september
or
october.
For
this
current
municipal
year,
but
at
least
we
managed
to
get
it
in
before
the
summer
break.
A
Thank
you
councillor,
wait.
The
debate
on
this
item
is
now
closed.
So
now
now
we
are
moving
on
to
one
of
my
favorite
subjects.
Item
number
11
annual
review
of
member
conduct
complaints,
2021-22
pages
117-126.
L
Yes
chair:
this
is
the
usual
annual
report,
giving
members
site
of
the
statistics
of
those
complaints
that
have
been
made
under
the
code
of
member
conduct
in
the
past
year.
We
have
the
benefit
tonight
of
our
two
independent
persons
who
have
served
us
so
well
over
the
last
year
and
and
present
here
tonight,
and
I'd
like
to
offer
my
own
personal
thanks
to
them
for
their
work
and
for
coming
here
tonight.
I'm
sure
if
members
have
any
questions
of
them
in
their
role,
they'd
be
more
than
happy
to
answer
those.
L
G
L
L
This
is
appointments
which
are
made
from
the
public
so
that
an
advert
is
put
out
into
the
into
the
media,
inviting
expressions
of
interest
from
members
of
the
public
who
have
no
prior
connection
with
the
authority,
either
with
any
political
group
or
as
a
former
employee
of
the
council.
L
So
the
intention
is
that
they
are
genuinely
independent,
but
with
a
particular
aptitude
for
this
sort
of
work,
and
I
think
it's
very
important
that
we
select
individuals
who
have
the
right
approach
to
investigating
and
and
sometimes
offering
an
opinion
and
judgment
on
these
very
sensitive
matters.
Thank
you.
E
Thank
you
chair
in
section
3.8,
it
says
all
members
should
attend
training
on
the
code
of
conduct,
understanders
procedures
review
at
least
once
a
year.
So
this
comes
back
to
the
the
register,
which
someone
waved
a
laptop
showing
that
there
was
a
register
of
this,
and
it
also
comes
back
to
earlier
points
about
what
exactly
members
are
meant
to
be
able
to
do
to
know
the
skills
and
aptitudes
which
we
raised
before.
So,
how
is
this
measured?
E
L
Chair
through
you,
we
have
mentioned
this
trillo
passport
earlier
along,
and
I
think
members
were
introduced
to
that
that
system,
whereby
any
training
that
a
member
attends
is
recorded
on
the
the
system
that
my
colleague
showed
you
and
that
shows
equally
the
code
of
conduct
training
attended
by
those
members
who
have
attended.
It
also
shows
those
members
who
haven't
attended
the
code
of
conduct,
training
and,
unfortunately,
there's
still
a
a
a
number
of
members
who
haven't
had
the
benefit
of
that
training.
As
we've
already
pointed
out,
is
it's
not
mandatory?
L
C
Yes,
thank
you.
I
just
wanted
to
say
on
page
one,
two,
three,
I'm
very
encouraged
to
see
for
aida
district
council
complaints
have
gone
down
from
compared
to
the
last
year,
which
is
really
good,
but
I
guess
some
a
general
point,
and
it
was
touched
upon
earlier
by
councillor
crisp
about
some
of
the
occasions
that
can
arise
out
of
social
media.
So
you
know
this:
57
of
the
ada
cases
are
to
do
with
facebook
posts
so
four
or
four
out
the
seven.
C
So
I
guess
there's
a
question
there
about
clearer
understanding
of
parameters
of
what
is
and
isn't
allowed
over.
Facebook
is
that
is
that
a
question
really
what
we
should
consider.
L
Is
members
may
have
noticed
that
my
recent
bulletin
in
the
members
newsletter
concentrated
on
social
media,
for
that
very
reason,
because
we're
seeing
a
significant
increase
in
the
number
of
complaints
that
arise
from
either
accusations
or
comments,
appearances
of
various
sorts
that
social
media
just
tends
to
attract
these
days.
L
It's
become
more
and
more
the
forum
of
choice
for
those
for
both
members
of
the
public
and
elected
members
to
exchange
views
and
information,
and
whilst
that
is
a
real
benefit
in
many
ways,
it
comes
with
a
lot
of
risk
and
not
only
to
to
the
members
in
terms
of
complaints
that
may
be
made
against
them,
but
sometimes
even
more
serious
incidence
of
of
of
intimidation,
threats
and
so
on,
which
completely
disproportionate
to
the
role
that
elected
members
take
on
and
needs
to
be
addressed.
L
B
Like
I
should
apologize
for
asking
questions
at
this
time
of
night.
To
be
honest,
I
was
just
really
interested
in
the
fact
that
we've
had
officers
bring
a
complaint
about
members.
I've
never
seen
that
before
I
really
haven't
and-
and
I
just
wondered-
but
you
know
that
concerns
me-
and
I
wondered:
are
we
as
a
as
a
committee
able
to
get
a
bit
more
information
on
any
of
these,
or
is
this
really
just
for
those
subcommittees
that
that
handle
the?
B
L
It
is
very
unusual
for
officers
to
raise
code
of
conduct,
complaints
against
members.
There
are
almost
always
better,
more
effective
ways
of
resolving
issues
that
may
arise
between
officers
and
members
which
do
occur
from
time
to
time,
but
they
very
rarely
end
up
in
in
this
arena.
L
This
the
report
has
deliberately
depersonalized
the
identities
of
individual
members
who
may
have
been
subject
to
accusations,
many
of
which,
in
fact
the
vast
majority
of
which
have
been
unfounded,
have
been
deliberately
withheld
from
this
report
and
that
this
particular
case
I
think
was
it
was
a
one-off,
and
I
think
I
I'm
satisfied
now
that
it
is
actually
resolved.
It
says
ongoing
in
the
final
column,
but
since
the
report
was
written,
it
has
been
concluded
with
no
further
action
being
taken.
So
I
think
you're
right
to
highlight
it.
Council
staples.
L
It
is
unusual
and
I
think
the
fact
that
it's
only
occurred
once
in
in
your
memory
and
and
indeed
in
mine,
it
speaks
volumes.
A
L
J
Thank
you
chair.
I
do
have
a
question
and
I
will
take
interruption
from
head
of
legal
services
at
any
moment
at
any
moment
at
all.
To
prevent
me
saying
something
I
shouldn't
I'm
looking
at
the
complaints
procedure
for
worthingborough
council,
well,
not
complaints
procedure,
but
the
list
of
cases
dealt
with.
L
J
Okay,
there's
a
complaint
dated
14th
the
10th
2021,
that's
in
the
table
on
the
following
on
page
123
item
5.2,
says
on
the
14th
of
the
10th
21.
J
L
Think
the
the
report
speaks
for
itself.
I
think
the
evidence
considered
on
each
of
these
complaints
was
carefully
weighed
up
and
measured
against
the
code
of
conduct
and
the
conclusion
on
each
of
these
cases.
As
has
reported,
I
I
really
don't
think
it's
appropriate
go
into
any
more
detail
about
one
particular
case.