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From YouTube: BasingstokeGov 26/09/2022 - Audit and Accounts Committee
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A
A
A
A
A
You
know
any
urgent
matters,
nope,
okay,
so
that
takes
an
item
four,
which
is
the
minutes
of
the
meeting
held
on
the
25th
of
July
this
year.
Do
I
take
it
that
it's
a
fair
reflection
of
that
which
occurred
on
the
night.
B
So,
thank
you,
chair
yeah.
This
is
the
progress
report
for
the
total
audit
team
for
June
to
August,
and
my
report
summarizes
the
the
work
that
we've
completed.
In
that
time.
I'd
say
your
team
is
primarily
just
myself
during
this
time.
Hence
the
three
audits
that
have
completed
and
which
you'll
see
on
paragraph
4.1
There's
a
summary
where
we've
given
two
full
assurances
and
one
reasonable
level
of
assurance.
B
My
report
and
sorry,
the
summary
reports
are
shown
in
dependencies
two
to
four
attached
to
the
report.
I
also
summarized
the
outstanding
audit
recommendations,
paragraphs
4.2
and
4.3,
and
these
are
detailed
in
appendix
one
of
the
report.
Paragraph
4.5.3
shows
to
work.
We
are
we're
currently
undertaking
due
to
the
the
length
of
time.
So
it's
a
complete
the
audit
plan
work.
Last
year
we
started
a
bit
later,
so
we
are
just
playing
a
bit
of
catch
up,
so
we
do
have
a
fair
bit
going
on
at
the
moment.
B
Even
though
I've
only
got
three
completed
reports
for
this
committee,
so
I
just
request.
That
committee
note
the
report.
Thank
you.
C
Hello
good
evening,
thank
you
very
much.
I've
been
looking
at
this
report
over
the
years
and
I've
obviously
been
also
a
counselor
since
2008.,
and
there
are
a
couple
of
actions
Paul
that
that
we
kind
of
imply
Target
dates
of
2022,
and
you
know
what
I'm
about
to
say.
C
C
Interim
property
manager
confirmed
that
this
will
be
factored
into
a
future
recruitment
strategy.
2020
anyway,
you
get
my
point.
C
So
the
reality
is
is
that
this
piece
of
work,
which
is
now
deemed
to
be
a
significant
piece
of
work,
which
was
deemed
to
be
a
significant
piece
of
work
in
2008,
still
doesn't
appear
to
have
been
done
and
I.
Don't
understand
why
we're
allowed
to
say
that
the
original
Target
date
of
completion
is
2022
and
in
fact,
probably
should
say
2008.
Can
we
discuss
please.
D
Thank
you
chair.
These
recommend
that
the
recommendations
you're
referring
to
which
are
historic,
were
signed
off
and
completed.
These
are
a
new
set
of
recommendations.
They
may
sound
similar,
but
this
is
to
do
with
a
new
system
we
have
in
place
and
looking
at
the
reconciliation,
so
I'm
happy
with
the
content
we
have
here,
because
they
refer
to
the
reports
that
are
dated
as
per
the
paper
foreign.
C
Can
I
ask
a
follow-up
so
on
on
the
commercial
one
that
I've
got
here
for
property
asset
register
that
that
relates
to
something
different
in
2019?
Or
is
it
the
same
thing?
It's
an
overview
recommendation.
D
Are
you
referring
to
page
one
of
16
number
one
which
one.
C
Yes,
I'm,
referring
to
page
one
of
16
fundamental
recommendation,
number
two
property
fixed
asset
register.
C
And
in
2029
it
was
called
property
asset
register
and
internal
valuations
to
be
undertaken,
and
we
didn't
have
an
interim
property
manager.
Then
so
is
that
a
different
property
so
fixed
asset
register.
B
Direct
this
was
work
that
we
undertook
in
relation
to
the
new
property
system,
Tech
Forge
and
the
new
processes
that
were
result
from
that.
That
system
and
the
work
that's
needed
to
be
done
between
the
tech,
Forge
and
the
finance
systems
to
to
ensure
that
everything
is
is,
is
accurate.
Yes,
historically
yeah
there
was,
there
was
issues
with
the
old
system,
but
we,
you
know
we're
now
looking
at
the
new
tech
Forge
systems
against
the
current
accountancy
processes,.
A
Yeah
I
think
I
think
we
can
accept
that
years
ago
there
was
I,
think
no
system
that
Tech
Forge
system
has
been
implemented,
and
now
this
is
this
work
is
to
do
with
integrating
it
into
the
Erp
system.
So
as
effectively
as
Paul
Grundy
says,
is
a
is
a
new
piece
of
work,
not
the
chestnut
from
six
years
ago.
C
Okay,
I
mean
obviously
with
valuations
on
the
accounts
and
the
significant
fluctuations
that
can
result.
I
mean
this
piece
of
work
is
extremely
important.
Isn't
it
okay,
so
I'm.
E
Just
on
that
point,
so
we
had
an
issue
in
2019
which
cancel
the
Cubit
has
shared
the
issue.
There
was
solved
by
a
system
and
now
on,
our
internal
audit
is
still
in
red,
even
though
we've
got
the
system.
E
D
The
historic
issues
that
we
had
to
do
date
back
several
years,
but
that's
when
we
yeah,
as
you
agree,
we
did
not
have
a
system
in
place
with
manual
processes.
We
do
have
something
now
in
place
and
again
we
now
have
a
new
Erp
system
which
has
replaced
our
old
accountancy
system,
for
example,
so
there's
an
integration
to
be
to
to
be
had
with
the
new
systems
that
are
in
place.
If
that
helps
in
any
way.
E
A
F
Sorry,
so
it's
all
for
fixed
assets,
our
valuations
are
obviously
done
independently,
and
so
that's
not
impacted
by
the
fact
that
there
is
an
ordered
recommendation
on
here.
We
have
got
a
new
enterprise
resource
platform
and
the
idea
being
is
in
an
Ideal
World
all
of
the
processes
that
we
have
to
be
put
in
place
at
the
moment
to
make
sure
we
do
those
full
reconciliations,
you
would
want
the
two
systems
to
do
them
automatically.
So
obviously,
part
of
the
process
in
terms
of
implementing
the
new
Erp
system
is
to
make
sure
that
process
works.
F
C
A
C
C
D
I'd,
look
to
my
accountants
for
that,
but
in
terms
of
process
that
I
hope
that
demonstrates
for
the
committee
that
as
an
internal
audit
service,
we
highlight
fundamental
issues
to
you.
So
you
are
made
aware
of
them
and
we
do
program,
monitor
the
progress
of
those
implementation
of
the
recommendations
and
highlight
I'm,
not
looking
at
this
one
now
I'm.
Looking
at
General
process,
we
highlight
where
recommendation
is
not
implemented.
C
Thank
you
very
much
now.
Our
next
issue
is
commercial
property
rents.
Again
this
has
been
an
outstanding
issue,
for
it
looks
like
a
number
of
years
and
it's
a
fundamental
and
I
just
wondered
what
your
view
in
internal
order
is
about
the
fact
that
commercial
property
rents
keep
on
coming
up
in
this
ordered.
D
My
view
is
that
we
are
highlighting
issues
for
you
not
for
you
for
for
the
organization,
and
we
will
continue
to
progress
those
that
I
am
aware
that
there
have
been
resource
issues
within
a
Property
Service
over
over
several
years
and
I'm
I'm
guessing
now,
whether
that
has
a
contributing
factor
to
the
process
of
in
property.
But
again,
as
I've
mentioned
previously,
I'll
continue
to
ensure
the
committee
is
made
aware
of
the
current
situation.
C
Thank
you
again.
Mr
chairman
I
just
like
to
state
that
as
a
member
of
audit
that
concerns
me
greatly
like
it
recorded
it.
Concerns
me
greatly,
since
our
portfolio
is
around
370
million
and
a
large
portion
of
that
Legacy
commercial,
real
estate
is
significant
revenue
for
our
accounts
and
therefore
it's
not
an
insignificant
area
of
concern.
A
F
So
absolutely
in
terms
of
the
commercial
property
rents,
there's
two
elements
on
this
particular
page:
one
of
16
one
is
obviously
around
the
vacant
properties
for
which
the
process
has
now
been
put
in
place
in
terms
of
the
vacancies.
Most
of
those
vacancies
have
now
been
filled,
ongoing
conversations
with
the
head
of
property
assets,
property
and
assets,
and
his
team,
and
obviously
with
the
approval
of
the
Strategic
Asset
Management
plan
in
February
gone.
G
Thank
you,
chair
yeah,
I,
I,
I'm,
newer
to
this
than
everyone
else.
My
first
meeting
was
back
in
June
and
I.
Remember
a
load
of
red
on
the
internal
property
internal
audit
report
around
property,
then,
and
it's
disappointing
to
not
see
that
some
of
those
have
gone.
Amber
I've,
listened
to
the
reasons
why
and
I
understand
that
we
had
a
a
a
property.
G
We
we
had
a
fundamental
or
a
material
adjustment
to
the
accounts
two
or
three
years
ago
to
do
a
property
evaluation
I
completely
support
what
councilor
Cube
it
said
and
councilor
James
has
said:
I
we
have
huge
commercial
property
income
rents
I
mean
this
should
be
our.
This
should
be
our
pristine
part
of
the
business
shouldn't
it
I'm
I'm,
failing
to
see
I
I'm
disappointed
in
progress,
so
I'm
fine
to
see.
Thank
you
Paul
for
doing
a
great
job
in
highlighting
it
I'm
not
hearing
enough
sorry.
G
It's
just
about
it's
just
about
you
know:
we've
had
a
we've
had
a
we've
had
a
accounting
problem
with
property
revaluations
a
few
years
ago
correct
if
I'm
wrong,
but
I
can't
have
the
exact
amount.
We
have
a
massive
property
portfolio.
We
are
adding
to
that
property
portfolio.
G
Just
in
the
paper
this
week
and
at
the
last
meeting
I
came
to,
there
was
some
new
funds
that
had
been
released
from
short-term
investments
into
more
property,
I'm
aware
of
an
issue
in
my
ward,
where
we
have
a
lease
that
hasn't
been
updated
for,
like
I'm
going
to
say
20
years,
the
area
just
looks
like
as
a
newbie.
It
looks
like
a
mess.
A
E
Jones
yeah,
chairman
I,
think
I
mean
first.
We
should
note
of
thanks
to
Paul
and
Richard
for
bringing
us
these
audit
reports.
E
It's
encouraging
when
you
spot
problems,
it
shows
that
we
are
being
internally
audited,
very
well
and
very
properly
and
that
they
are
free
and
independent
to
carry
out
their
tasks,
which
obviously
we
appreciate
having
their
expertise
doing
so
separate
from
them,
because
I
wouldn't
like
to
see
them
get
blamed
for
any
of
the
things
that
aren't
quite
right,
because
they're
just
there
to
find
them
is
at
what
point
do
we
start
getting
the
new
property,
so
I
know
he's
quite
new
in
the
role
we
had
that
vacancy
he's
now
in
the
role
when
what
committee
is
most
appropriate
for
him
to
attend,
to
give
a
more
detailed
update
on
progress
to
give
us
some
reassurance
that
our
300
million
pounds
worth
of
property
is
safe
in
his
hands.
A
F
On
the
next
committee
work
program
items
the
next
agenda
will
be
the
annual
property
Plan
update,
which
includes
all
of
this
information,
so
part
of
that
is
about
how
we're
how
we're
progressing
against
a
strategic,
Asset
Management
plan,
how
the
how
we're
progressing
against
the
annual
property
plan-
and
part
of
that
is
also
looking
at
some
of
the
benchmarking
and
the
key
indicators,
which
is
how
many
leases
are
outstanding,
what's
actually
been
achieved
Etc,
so
you
should
get
a
lot
of
that
information
in
that
update
report,
which
is
coming
to
the
next
committee
movement.
A
C
So
sorry,
again,
I
I
Echo
Council
bashman,
councilor
James's.
Thank
you
very
much
to
internal
audit
for
I
used
to
be
an
internal
auditor.
So
I
know
what
it's
like
in
a
bank
many
moons
ago.
So
the
next
problem,
which
is
again
a
problem
that
has
persisted
for
more
than
a
year,
is
the
software
licensing
I'm.
Looking
at
2019
and
software
licensing
was
a
fundamental
problem
in
2019.
So
I'm
just
wondering
why
this
we're
now
2022
why
we've
still
got
a
problem.
C
D
Yeah,
thank
you
chair.
As
you
can
see
in
the
report.
That's
the
latest
update.
We
have
from
the
head
of
it
in
digital
in
the
current
position.
D
Again,
that's
why
I've
reported
it
to
you
and
it
yes,
I
can't
say
much
more.
Yes,
it
does
still
remain
outstanding.
C
So
so
Mr
chairman,
if
I,
could
just
say,
I'd
like
it
minuted
that
it
was
deemed
to
be
fundamental,
and
there
was
a
review
of
procurement
and
contract
and
review
options
were
going
to
be
considered
and
fully
centralized
and
yada
yada
yada
on
it
service,
I.T
software
licensing
and
the
target.
It
was
December
2020
and
we
are
now
2022
and
we're
looking
at
the
same
thing.
A
F
So
in
terms
of
the
centralization
of
all
I.T,
whilst
it
was
a
recommendation
from
audit,
it's
something
that
needs
to
be
picked
up
and
discussed
as
part
of
an
organizational
review.
So
it's
not
necessarily
was
it's
a
it's
a
recommendation
from
an
audit
that
I
concur
with
and
support.
F
It's
been
both
of
those
items,
so
the
number
one
number
two
on
software
licensing
are
very
much
going
to
be.
The
excuse
me
the
outputs
of
the
transformation
program,
so
obviously,
as
we
work
through
the
transmission
program,
we're
identifying
all
of
those
different
types
of
software,
all
the
licensing
creating
the
new
database
and
information.
Once
we
have
that
information,
which
is
part
of
the
portfolio
review
of
all
software
activity,
we
will
then
have
the
discussion
around
the
actual
centralization
of
the
budgets
and
the
actual
responsibility
for
those
systems.
So
it's
all
in
train.
F
A
F
I
may
finish
the
obviously
subsequent
to
those
orders.
We
have
implemented
the
digital
transformation
program.
So
therefore,
it's
important
for
us
to
finish
that
piece
of
work
in
order
to
identify
all
of
those
bits
of
software
that
we're
keeping
the
ones
that
we're
not
keeping
and
then
obviously
updating
the
portfolio
of
information
and
understanding.
Then
how
we
might
go
away,
go
away
and
centralize
all
of
those
budgets.
They
currently
sit
in
each
of
the
individual
service
areas.
F
So
it's
a
massive
piece
of
work
with
over
300
elements
of
software
that
we
purchase
as
an
authority.
It's
important
that
we
do
that
alongside
the
transformation
program,
which
is
what
we
are
doing
so
this
piece
of
work
is
happening.
It
is
moving
along,
but
we
can't
finalize
it
until
we
finalize
the
full
transformation
program
which.
C
We're
still
working
on
yeah,
okay,
so
I'm
just
going
to
read
you
December
2019,
the
management
of
software
licensing
and
retention
of
licensed
documentation
should
be
centralized
so
that
it
is
controlled
by
a
single
service.
Logically,
this
sits
best
within
the
I.T
service
under
a
separate
subjective,
general
ledger
code
and
centralized
budget.
It
then
goes
on
to
say
the
actions
agree.
This
is
the
2019-2020..
This
will
be
looked
at
as
part
of
the
current
review
of
the
procurement
and
contract
process.
C
F
For
me,
so
that
wasn't
specifically
that
procurement
and
contracts
review
was
not
specifically
about
the
I.T
service.
It
was
about
all
contracts
that
review
has
now
completed
and
the
contract
standing
orders
are
currently
being
updated
to
come
to
council
later
on
before
the
before
December
this
year,
so
that
work
has
been
completed
and
part
of
that
does
recommend
a
centralized
contract
register
in
order
for
us
to
hold
all
contract
information
in
our
procurement
team.
So
that
wasn't
just
specific
to
it.
F
A
G
A
C
B
B
The
parking
services
have
updated
us
regularly
with
with
the
progress
and
progress
has
been
impacted
by
a
HSA
by
covid.
These
recommendations
were
made
prior
to
the
pandemic,
so
they
have
been
have
been
affected
by
by
that
and
staff,
sickness
and
resourcing
as
well.
So
I
think
up.
There's
two
or
three
remaining
I
think
there's
probably
about
20
from
that
original
I
can't
remember
exactly
to
any
recommendation
time,
but
as
as
Paul
said,
we
continue
to
report
progress
until
we
get
them
resolved.
C
Thank
you
very
much
I,
just
like
also
on
record
to
say
that
we're
red,
regularly
being
advised
by
officers
that
I
would
have
thought
would
be
negligible
since
it
enabled
people
to
stay
at
home
and
work
from
home.
Thank
you.
A
So
if
we're
happy
to
note
that
report,
we
can
move
on
to
item
six,
which
is
a
review
of
the
corporate
risk
register.
D
As
approved
by
SLT
and
again
you'll
see
it's
the
usual
format
that
I
normally
bring
to
you.
If
you
look
at
paragraph
1.2
on
page
44
that
just
informs
a
committee,
there's
been
no
changes
to
which
child
of
nothing
more.
To
add
to
my
paper,
so
I
just
ask
committee
to
note
it.
Thank
you.
C
I'm
really
sorry
when
earlier
paper
was
that
in
the
document
it
says
that
there's
a
problem
with
checking
the
veracity
of
overtime,
they
can
give
it
a
full
Assurance
when
they
have
concerns
over
the
veracity
of
the
staff
over
time
issues.
B
Just
just
to
confirm
this
particular
slips,
so
it
was
verification
that
income,
tax,
Nash
insurance
and
everything
was
calculated
correctly
and
any
overtime
that
was
not
recorded
or
any
other
deductions
was
properly
appropriately
or
HR
payroll
system
coming
in
felt
it
prudent
not
to
there's.
There
was
no
there'd
be
no
point
in
looking
at
the
current
processes,
so
we
focused
just
on
the
pay
slips
aheads
full
assurance
that.
B
C
A
G
F
Yeah,
so
if
we're
looking
at
audit
repropriate
when
it's
not
that
we
have
differences
across
the
authority
and
that's
why
it's
being
picked
up
allowed
rather
than
the
actual
calculator
you
know
once
and
agreed,
some
of
overtime
has
been
given
that
then
the
calculation
actually
goes
through
to
the
actual
payroll
itself.
So
this
is
why
it's
part
of
the
pain
benefits,
review.
G
I'm
sorry,
chair,
I,
I
too,
wasn't
the
assumption
that
we
were
moving
on
to
the
the
report.
So
if
you
could
indulge
me,
I
just
had
a
question
about
the
the
building,
Assurance
audit
opinion
and
the
reasonable
Assurance
there.
G
We
obviously
had
one
or
two
red
items
as
well
in
the
property
section
around
building
assurance
and
safety,
I
I
know
it's
probably
a
long
while
since
well
a
lot
A
lot's
happened
since
grenfell,
but
I
I
wonder
how
How
concerned
we
should
be
about
that
and
what
the
direction
of
travel
is
for
that
audit
opinion.
B
Yeah
I
can
answer
that
this.
This
particular
audit
was
added
to
our
audit
plan
request
of
the
head
of
planning
and
sustainability
who
and
building
control
manager
who
had
had
concerns
with
the
controls
in
their
process.
They
came
to
us
for
an
independent
review,
so
I
I
think
to
be
honest,
I,
don't
think
we
told
them
anything,
they
probably
didn't
already
know,
but
it
was
just
actually
structuring
what
was
required
in
order
to
to
manage
you
know
to
implement
an
appropriate
controls
during
discussions.
You
mentioned
grandfather.
B
I
know
that,
following
that,
there's
a
whole
raft
of
requirements
on
building
inspectors
to
be
qualified
and
our
building
control
team
are
going
through
the
appropriate
training
on
top
of
their
obviously
their
existing
expertise
for
Rex
and
other
building
control
related
professions.
So
I
know
that
they
are.
They
are
undergoing
training
to
address
that
specifically
without
this,
they
can't
operate
as
an
inspector.
So
they
are.
It
is
a
priority
and
it's
will
be
incorporated
out
on
our
regular
follow-ups
with
the
on
the
recommendations.
B
So
the
building
control
team
very
helpful,
very,
very
cooperative
and
happy
with
the
report
so
I'm
quite
confident
that
they
will
they
will.
You
know,
take
the
appropriate
action
to
make
sure
the
controls
are
are
implemented.
A.
G
Quick
follow-up:
if
I
may,
when
will
we
see
another
of
your
Assurance
reports
on
this
so
that
we
can
compare
the
the
the
progress?
I
guess
is
a
year's
time
or.
D
We
haven't
got
it
scheduled
just
yet,
but
if
we
are
implementing
coming
to
you
to
inform
you,
the
recommendations
have
been
implemented,
then,
as
the
achievement
Center
order,
I'd
be
happy
with
the
control
environment
within
that
area,
but
I
can
add
that
to
next
year's
audit
plan.
If
the
committee
wishes,
when
I
bring
the
audit
plan
to
the
committee
back
in
my
and
not
back
at
the
next
march.
Yes,
please,
foreign.
A
Okay,
so
item
six,
the
review
of
the
corporate
risk
register.
A
A
Sorry,
your
question
is
on
item
six
yeah
doing
importantly,
you
introduced
I'm
losing
a
plot,
yeah
councilor
Cuban.
C
Yes,
so
my
query
is
as
follows:
we've
got
the
corporate
risk
register
and
the
Council
has
identified
three
and
seven,
which
is
information,
management
and
cyber
risk
in
the
red
section,
and
yet
there
is
a
theme
as
a
counselor
in
this
Council,
where
we
don't
seem
to
have
met
objectives,
why
we
have
fundamentals
on
our
order
and
the
theme
or
why
we
have
surpluses
on
our
accounts
is
because
we
have
vacancies
and
I
I,
don't
know
what
other
members
feel,
but
I
I
I
feel
that
in
terms
of
corporate
risk,
Staffing
skills
and
capacity
is
actually
higher
than
medium
risk.
C
From
a
from
an
outsider.
Looking
in
you
know,
we
failed
to
finalize
the
property
register.
We
failed
to
do
the
I.T.
We
failed
to
do
the
car
parking
and
all
the
reasons
given
are
always
because
we
haven't
got
the
star
thing
and
I
I
think
these
areas
are
pretty
significant
and
corporate
the
the
commercial,
real,
the
commercial
rental
revenues
again,
because
we
don't
have
staff
and-
and
these
are
on
portfolios
that
are
extremely
large
and
therefore
I.
D
Check
I'll
take
that
one
I
take
on
your
point,
but
what
I
would
expect
to
see
is
the
the
issues
within
a
service
risk
register.
We've
already
mentioned
property
I
would
expect
to
see
within
the
Property
Services
service
risk
register
reference
to
the
resources
and
again
each
service
where
there
is
that
concern,
that's
where
I'll
spit
to
see
them
and
to
follow
that
up.
C
Ditto
in
terms
of
major
strategic
Partnerships
and
projects,
I
personally
consider
that
the
risks
are
significantly
greater
than
medium
term.
We
have
about
6.4
billion
pounds
worth
of
value
in
the
major
strategic
Partnerships
that
we
have.
We
have
a
failure
on
the
Leisure
Park,
which
was
a
350
million
pound
project.
C
We've
got
many
down
which,
despite
the
fact,
the
land
was
bought
in
1996
for
the
express
purposes
under
the
Town
and
Country
planning
act
to
build
houses
on
as
a
result
of
the
monies
being
received
from
the
sale
of
the
council
housing
stock
still
with
not
one
house
built
on
it,
and
we
have
so
that's
three
significant
areas
with
significant
Partnerships,
which,
in
total
value
around
6
billion
and
I,
don't
think
that
all
is
well
and
I
think
the
risk
is
significantly
greater
than
medium.
D
Yeah
and
in
a
similar
vein,
thank
you
for
the
comments.
I
would
expect
to
see
project
risk
registers
reflecting
those
concerns
and
again
they're,
subject
to
an
internal
audit
every
year
under
project
risk
management
audit.
So
again
we
report
the
concerns
back
back
to
the
committee.
In
the
same
vein.
As
the
previous
comment,
I
made
on
service
risks.
C
If
I
could,
for
the
record
for
minutes,
also,
please
note
that
of
those
large
partnership
agreements
that
we've
had
in
three
instances,
the
procurement
resulted
in
only
one
bidding
party,
which
concerns
me
greatly,
one
being
New
Rivers,
which
has
now
died.
Secondly,
is
Muse
partnership,
which
was
the
only
bidder
for
basing
View
and
thirdly,
Village
hotels,
which
was
the
only
bidder
for
the
hotel
plot.
Thank
you.
E
Yes,
I
I,
very
surprisingly,
totally
agree
with
I,
think
councilman
cubitt
said,
but
I
have
to
remember.
This
is
auditing
accounts.
The
decision
to
not
progress.
Many
down
was
a
political
decision.
It
was
there,
it
was
available,
it
could
have
been
included
in
a
strategic
in
the
slot
and
everything
else.
It
wasn't.
That
was
a
political
decision.
The
conservative
Administration
did
not
want
to
progress
it
and
did
everything
they
could
to
stop
it
progressing.
The
Leisure
Park
was
a
political
decision.
E
They
chose
to
go
on
the
road,
they
went
with
New
River,
knowing
the
risks-
and
you
know
there
was
nothing
to
do
with
any
kind
of
internal
Lord.
It
was
a
political
decision,
its
officers
doing
what
the
elected
Administration
wanted
them
to
do,
which
is
actually
quite
right.
They
can
advise
the
administration
and
we
don't
know
what
advice
was
given,
but
they
can't
stop
the
administration.
So
it's
a
political
decision
that
we're
wrong
to
hold
officers
to
account
for
that.
So
it's
right.
E
It's
on
the
at-risk
register,
even
an
ugly,
basing
view
it's
a
political
decision
to
go
in
the
direction
they
went.
They
decided
to
invest
that
money
as
part
of
the
recovery
from
the
financial
crash.
Unfortunately,
I
think
in
that
case
it
was
Muse
was
the
wrong
partnership.
The
design
was
wrong
and
obviously
brexit
meant
no
one's
going
to
move
the
head
office
to
Basingstoke
to
cover
Europe,
so
I
think
there's.
But
a
lot
of
these
are
political
decisions.
Yes
they're
rightly
at
the
risk
register,
but
it's
not
officers
got
them
wrong.
E
A
C
G
It's
very
useful
diagram.
Thank
you.
I'm,
looking
at
one
on
page
44.
I
have
some
sympathies
for
what
cancer
keep.
It
said
around
the
Staffing
I'm
in
full
agreement
with
her
on
the
Partnerships
point
and
where
that
should
sit
in
in
the
risk
register
or
in
the
table,
I
wonder
whether
it
will
be
useful
and
I.
Don't
know
how
easy
it
would
be
to
do,
but
for
some
of
these
things,
Staffing
is
a
good
one.
I
think,
because
you
know
the
direction
of
travel.
G
We've
talked
about
resourcing
a
couple
of
times
tonight.
It's
widely
reported
that
there
are
difficulties
recruiting
into
many
roles
in
the
UK
at
the
moment,
I
wonder
whether
so
if
there
was
a
way
of
marking
a
direction
of
travel
on
on
something
to
say,
you
know
at
the
moment
we
think
Staffing's
here,
but
we
think
that
over
the
next
12
months,
it's
likely
to
move
up
to
there
if
we
don't
take
further
steps
to
keep
it
where
it
is
or
move
it
back
further
down.
D
You
thanks
Chad
I'll,
take
that
fork
to
see
if
there's
something
we
could
do
and
we'll
work
with
SLT.
If
we
can
incorporate
something
for
you.
A
Yeah-
and
that
is
noted,
yeah
so
treasury
management
item.
Seven
is
serious.
It's
one
of
those
subjects
where
events
of
the
last
week
have
sort
of
overtaken
one
or
two
things.
As
this
is
a
report
for
yeah
I'm.
You
know
last
year,
I
know
sorry
for
q1
I,
believe
that
seems
like
a
lifetime
away
soon.
A
F
The
paper,
but
yes
just
reflecting
on
the
fact
that
clearly,
this
does
not
update
or
incorporate
any
of
the
actions
from
the
last
few
days.
This
is
purely
for
information
only
at
a
point
in
time.
H
H
At
30th
of
June,
there
were
144
million
of
investment
balances
held
and
and
we're
currently
at
at
the
end
of
June,
we
were
forecasting
income
of
2.15
million,
which
is
0.27
million
higher
than
budget
and
that
set
out
in
section
seven.
Clearly,
since,
since
this
paper,
the
bank
of
England
pay
rate
has
increased
twice,
so
there
will
be
a
further
update
for
the
half
year
report,
which
will
come
to
the
next
committee,
which
will
update
to
the
end
of
September.
H
E
James
only
yes,
thank
you.
Adam
I
was
hoping
packed
off
the
bud
and
interest
rates
right,
a
significant
leap
in
interest
rates,
which
is
likely
to
be
ongoing
and
I
think
the
tax
cuts
are
likely
to
be
so
it's
going
to
be
a
very
complex
situation.
E
It
would
be
good
to
understand.
You
is
falling
explainer
in
the
next
couple
of
years,
useful.
F
C
And
is
going
to
relation
or
included.
A
G
All
the
changes
that
have
been
happening
in
the
financial
markets
over
the
last
couple
of
weeks
has
Arlene
close.
We've
obviously
adopted
new
treasurement
treasury
management
strategy,
which.
A
G
Moving
us
up
the
risk
scale
and
at
the
last,
but
one
Audi
committee,
which
is
my
first.
We
did
discuss
how
certainly
with
bonds
we're
coming
to
the
end
of
it.
But
are
you
having
conversation
might
have
to
answer
that
when
we
get
a
report
and
we've
seen
the
Damage
Done
later,
but.
F
Several
aspects,
because,
as
part
of
our
alternative
investment
strategy,
which
sits
alongside
treasury
management,
obviously
we
already
had
a
plan
to
possibly
bring
forward
the
maturity
of
two
of
our
particular
bonds.
We've
been
having
with
them
is
that
is
it
beneficial
for
us
to
come
out
of
that
activity?
F
Now,
bearing
in
mind
that
there
is
a
requirement
that
if
we
do
dispose
of
one
of
the
Investments,
if
there
is
a
current
unrealized
loss
that
we
have
to
bring
that
to
the
revenue
bottom
line
in
the
current
year
and
therefore
provides
quite
a
substantial
Financial
pressure?
If
we
were
to
do
that,
we
are
currently
looking
at
what
other
Alternatives
there
are,
and,
over
a
period
of
time
to
say
three
to
five
years.
Does
that
is
it?
F
Does
it
make
sense
for
us
to
come
out
of
those
Investments
now
because
of
the
additional
rental
and
revenue
return
versus
the
capital
gains
and
losses?
Some
of
the
activities
that
we're
looking
at
at
the
moment,
in
particular,
is
in
relation
to
Green
investment,
which
is
obviously
another
priority
of
the
treasury
management
strategy.
So
we
are
currently
having
conversations
with
them
and
looking
at
various
options
and
obviously
we
will
bring
an
update
as
part
of
the
monitoring
report
in
terms
of
where
we've
got
to
with
that.
A
A
That's
going
to
be
a
a
comparatively
heavy
meeting,
I
think
on
that
one,
because
we've
got
Ernst
and
Young
audit
report
results
a
statement
of
accounts,
summary
of
investment
income,
Q2
mid-year
treasury
management
report,
internal
audit,
progress
report
and
the
fraud
update.
So
oh
another
one,
yes,.
C
And
foreign
to
the
update
of
the
annual
property
plan
last
time
we
had
Martin
here
we
didn't
have
Kate
and
he
therefore
couldn't
answer
any
questions
in
relation
to
the
property
portfolio
that
we
have
sitting
in
basing
View
and
other
areas.
So
we
were
assured
by
Ms
Caden
that
both
Kate
and
Martin
would
be
in
situ
for
the
next
one.
E
You,
chairman,
I,
think
the
there's
obviously
been
a
lot
of
interest
in
the
the
updates,
the
property
annual
property
plan
and
the
questioning
of
that
and
wanted
to
really
understand
it,
and
it's
going
to
take
some
time
we're
in
a
period
of
significant
financial
volatility.
So
the
media
treasury
report
will
be
of
great
interest
because
it's
going
to
change
some
of
the
forecasts
around.
What's
going
to
come
from
investment
income.
E
Looking
at
this
agenda,
it
does
seem
like
a
very
big
agenda
for
a
single
meeting
and
I'd
hate
to
cut
short
the
property,
the
opportunity
of
Martin
to
come
in
here.
Let's
make
use
of
Martin
not
cut
it
Shaw
so
and
I
appreciate
some
of
these
things
might
be
time-bound,
so
it's
going
to
be
difficult,
but
I
would
suggest
perhaps
chair
if
you
sit
down
with
officers
and
see
whether
there
is
a
potential
for
a
second
meeting
in
there,
so
that
we
I
mean
the
other
thing.
E
Whoever
goes
last
on
that
night,
you
know
you
stick
Martin.
Last
on
that
night
he's
never
going
to
come
back
again,
so
it
might
be
just
more
pleasant
for
officers
to
split
the
agenda
over
to
two
meetings.
If
it's
Diaries
possible
in.
C
View
of
the
fact
that
we'd
already
got
a
order
on
the
5th
of
December
I
think
councilor
James
is
absolutely
correct
and
it
would
make
eminent
sense
for
the
5th
of
December
to
be
the
one
where
we
discussed
the
treasury
management
and
the
property
separately,
because
we
have
to
be
reason
why
it's
been
brought
forward
as
I
understood.
It
was
for
the
Auditors
and
so
I
think
he's
eminently
his.
His
recommendations
eminently
sensible.
F
A
F
The
annual
property
plan
itself
update
comes
in
January
to
this
committee,
so
it
gets
approved
by
it,
comes
through
scrutiny
for
prior
to
approval
by
cabinet
and
Council
in
February.
So
this
is
not
the
new.
You
know
the
23
24
annual
property
plan
report.
This
is
this
is
the
report
that
was
approved
or
the
plan
that
was
approved.
How
are
we
doing
against
that
plan?
That's
what's
coming
to
the
next
committee,
okay,
but
we
will
certainly
go
away
and
see
whether
what
the
possibility
is
of
an
additional
meeting
and
splitting.
C
F
C
Might
make
sense
Mr
chairman
I
mean
I
I
asked
for
this
to
be
printed,
because
somebody
sent
it
to
me
for
us,
as
a
committee
actually
to
be
looking
at
both
these
papers.
C
Capital
program
strategy
and
they're
both
dated
February
2022
I,
don't
believe.
Have
we,
as
a
committee
looked
at?
These
is
a
dated
February.
A
But
I'll
take
away
the
the
thought
discuss
whether
it
is
realistic
that
we
can
get
through
this
agenda
on
the
28th
of
November
and
check
that
with
all
the
other
things
that
we
would
need
to
check.