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A
A
Today's
meeting
is
being
live
streamed
on
the
city
city
council's
website,
so
that
the
public
can
observe
the
meeting
without
needing
to
be
present.
I
now
invite
members
and
officers
to
introduce
themselves.
Please
remember
to
turn
off
your
microphone
once
you've
introduced
yourself
I'll
start
with
it.
D
H
H
The
new
gender
item
one
appealed
against
refusal
of
inspection
of
documents.
There
were
no
appeals
against
refusal.
Chair
item
two
exempt
information.
There
are
no
items.
We
need
to
exclude
the
press,
our
public
from
underlay
items,
I'm
not
aware
of
any
later
items
of
business
item
four
declarations
of
interest.
Can
I
ask
members
to
declare
any
interests?
H
B
Chair,
if
I
can
add
the
louise
booth
head
of
audit,
sends
her
apologies
to
the
meeting
she's
succumbed
to
the
illness.
Unfortunately,.
A
Item
number
five:
six
peggy
pardon-
are
the
minutes.
A
correct
record
of
the
meeting
held
on
30th
of
july.
B
E
E
When
we
start
the
process
yearly,
we
have
what
is
called
the
I.t
health
check
and
we
are
basically
given
a
list
of
all
the
vulnerabilities
that
have
been
found.
As,
as
you
all
will
be
aware,
you
know
this
can
extend
into
the
thousands.
In
this
case
it
was
around
96
vulnerabilities,
which
we
had
to
address
in
putting
our
submission
in
each
of
those
vulnerabilities
can
have
several
thousand
instances
of
that
vulnerability.
E
E
E
Unfortunately,
the
cabinet
office
didn't
inform
us
of
that
and
it
got
stuck
there
and
it
wasn't
until
we
chased
them
that
we
found
out
that
this
had
happened.
In
the
meantime,
obviously
we
had
been
carrying
on
doing
the
work
required,
and
so
we
have
immediately
resubmitted.
We
are
down
to
now
six
vulnerabilities
and
I've
had
confirmation
only
this
morning
that
it
has
passed
triage
and
has
now
gone
to
the
assessor.
E
I've
had
confirmation
that
the
assessor
will
be
back
in
touch
with
us
next
week
should
he
require
more
information
following
which
we
will
find
out
about
our
certificate.
I
do
just
want
to
assure
committee.
We
are
in
a
very
good,
a
good
position,
probably
the
best
position
we've
been
in
for
the
last
five
years.
E
Those
six
remaining
vulnerabilities
for
two
of
them
will
be
resolved
by
the
end
of
the
month,
so
the
middle
of
next
week
and
I've
had
confirmation
of
that.
That's
an
absolute
confirmation,
two
more
of
them
one.
There
are
only
five
instances
of
that:
vulnerability
left
and
another
one.
There
are
only
four,
and
these
are
printers
in
buildings
which
haven't
been
opened
for
a
while.
E
So
we're
basically
getting
engineers
out
to
those
buildings
as
soon
as
possible
to
sort
those
printers
out
another
one
of
those
instances
is
the
access
issue
which
this
committee
is
well
aware
of
and
know
that
we
have
an
action
plan
agreed
with
cabinet
office,
and
we
will
be
working
on
that
over
the
next
two
years
now
and
the
final
one
is
an
issue
around
java.
I
won't
go
into
the
technicalities
of
that,
but
the
council
has
paid
for
extended
support,
so
we
do
have
mitigations
in
place.
A
L
L
So,
as
people
know,
we
declared
a
climate
emergency
back
in
2019
and
as
part
of
that,
we
undertook
to
take
an
annual
report
to
executive
board
to
report
on
progress.
I
think
it's
important
to
set
in
the
context
that
actually
there's
no
national
obligation
to
do
that.
It's
not
a
statutory
obligation
and
to
actually
report
now
on
carbon
emissions,
and
so
we
choose
to
do
that
and
we
have
maintained
the
same
methods
of
doing
it.
L
That
would
traditionally
were
a
statutory
obligation
to
ensure
consistency,
and
so
we
bring
the
annual
report
in
terms
of
where
climate
emergency
sits
within
the
authority.
It
is
delegated
to
the
director
of
resources
and
then
sub-delegated
down
to
myself
as
the
chief
officer
and
in
terms
of
climate
emergency.
It's
not
done
within
one
team,
and
so
you
know,
whereas
some
functions
are
carried
out
within
a
team,
they
aren't.
So
within
my
own
team,
we
direct
deliver
many
projects.
L
Many
schemes,
such
as
retrofitting
or
electric
charging
district
heating,
however,
the
role
is
bigger
than
what
what
happens
within
that
team.
It's
looking
at
what
is
happening
across
the
whole
of
the
authority
and
with
that
in
mind,
there's
quite
a
big
role
from
the
team
in
terms
of
providing
guidance
to
others
and
and
also
and
but
because
of
obviously
resource
restrictions.
It's
not
possible
to
do
that
all
on
a
kind
of
one-to-one
basis.
L
So
what
we've
put
in
place
is
things
such
as
the
guidance
and
the
decision-making
and
that's
embedded
into
the
executive
board
reports
and
also
we're
looking
to
roll
out
a
comms
campaign
around
that
which
was
held
up
because
of
covid
and
staff
being
diverted
onto
other
things
for
a
small
period
of
time
and
obviously,
from
a
kind
of
democratic
point
of
view.
There
are
the
regular
member
briefings,
the
seat
committee
and
working
groups
that
many
people
here
will
have
been
involved
in
and
an
annual
report.
That
also
goes
to
full
council.
L
It's
really
important
to
be
quite
outward
looking
to
make
sure
that
we're
working
closely
with
other
organizations
such
as
core
cities,
uk
100
and
a
whole
list,
I
think,
contained
within
the
report,
and
to
understand
what
others
can't
speak.
Others
are
doing
and
look
to
improve
on
our
own
processes
and
systems
and
look
for
innovation
and
and
also
to
be
aware
of
national
policy
changes.
L
So,
every
year
we
take
to
incorporate
in
the
annual
report
what
have
been
the
key
changes
that
year
and
as
people
expect
with
november
and
cop
26
on
the
horizon,
and
we
think
no
again,
there
will
be
a
lot
of
new
policy
changes
coming
in
and
that's
important
that
we
have
a
good
understanding
of
that
and
make
sure
that
others
across
the
authority
do
and
I'll
leave
it
there.
And
if
people
have
got
questions
more
than
happy
to
answer.
A
F
Hey
yeah,
you,
you
suggested
the
a
lot
of
the
cost
of
this
project
is
absorbed
through
grants.
I
know
you've
also
made
comments
about
government
funding.
L
So
in,
if
you're
talking
about
sufficient
funding
to
hit
net
zero,
then
the
answer
would
be
no.
You
know
there's
still
a
lot
of
work
to
do
and
projects
to
work
through.
F
Okay,
yeah
thanks,
but
based
on
that
answer,
then,
are
we
misfiring
on
this
project?
Are
we
likely
to
fail
in
the
objectives.
L
L
The
council's
emissions
as
a
whole
of
the
city
are
relatively
low,
and
so
it's
more
about
our
influence
out
to
others
in
terms
of
how
we
engage
with
citizens,
but
also
the
work
that
we
do
with
national
government
to
start
to
bring
about
policy
changes
so
such
as
in
planning
or
be
in.
You
know,
policies
about
landlords
with
their
housing,
and
so
it's
not
just
about
what
we
directly
deliver.
It's
about,
how
we
influence
that
and
we
are
starting
to
see
some
massive
changes.
L
F
F
And
if,
if
you
go
around
my
community,
all
the
storm
drains
are
blocked
and
silted
up
so
in
the
short
term,
from
climate
change,
it's
flooding
in
my
area
through
lack
of
resources.
So
the
local
officers
tell
me-
and
I
guess
I'm
just
trying
to
gauge
whether
we're
throwing
money
away
after
this
project
and
sacrificing
the
more
important,
immediate
issues
affecting
us.
L
And
in
terms
of
the
the
actual
cost
of
the
team,
which
is
the
only
cost
of
council,
only
50
across
the
team
is
funded
by
the
council,
all
the
rest
is
funded
through
grant
and
many
of
the,
and
even
within
that
team
there
are
some
staff
who
are
doing
things
such
as
managing
our
energy
purchasing
and
invoicing,
which
are
functions
that
have
to
happen
regard.
You
know
that
we
can't
function
as
a
council
without
them,
and
so
in
terms
of
resource.
L
We
put
very
little
council
resource
actually
into
the
climate
emergency,
but
we
are
very
good
at
securing
external
finance
that
could
not
be
used
for
some
of
the
example
that
you
gave
there.
They
have
a
very
specific
purpose
if
we
don't
have,
if
we
didn't
have
that
happening,
actually
leads
would
get
left
behind
as
a
city,
because
others
would
be
bidding
for
that
funding
and
securing
it
and
and
things
such
as
the
the
flooding
will
ultimately
get
worse.
If
we
don't
play
our
part
in
actually
staying
at
1.5
degrees
centigrade.
L
So
you
know,
I
appreciate
that
there
are
already
short-term
issues
with
flooding,
but
actually
there's
money
going
into
that
as
well.
With
things
like
the
flood
alleviation
scheme,
there's
been
some
really
significant
work
undertaken
in
the
city,
and
I
think
you
know
we've
seen
what's
happened
over
this
year
with
climate
emergency
and
some
of
the
problems
people
have
suffered.
L
So
I
think
we're
already
starting
to
we're
kind
of
at
that.
I
suppose
point
of
transition.
In
some
ways
we've
been
at
the
forefront
of
a
lot
of
the
trials
and
kind
of
proving
technologies
and
understanding,
and
what
we're
now
doing
a
lot
of
work
with
is
actually
how
we
bring
things
like
pension
funds
and
private
sector
funding
into
that,
and
we
start
to
do
it
at
bigger
scale.
And
so
we
are
working
with
a
lot
of
the
national
sort
of
think
tanks
on
that
working
out.
L
How
that
can
work,
making
sure
leeds
is
at
the
forefront
of
that
and
we're
supporting
with
the
understanding.
We've
got
from
all
the
projects
and
at
the
moment
that's
kind
of,
I
suppose,
where
we
are
as
a
country
is
we're
at
that
kind
of
cusp
of
change,
and
I
think
our
role
is
to
make
sure
that
we're
at
that
forefront
and
we're
in
that,
because
we
have
got
a
lot
of
really
practical
delivery
experience
across
a
lot
of
really
tricky
housing
types
or
you
know
different
schemes.
L
So
I
think
we
can
add
a
lot
of
value
to
that,
which
is
the
role
we're
trying
to
play
in
terms
of
all
the
different
groups
that
we
work
with,
and
so
things
like
the
ciac
finance
group.
You
know
that's
the
sort
of
work
that
they're
starting
to
explore
within
that
and
in
terms
of
assurance
we
would
look
to
kind
of
maintain.
Would
you
still
use
the
annual
reporting
and
make
sure
that
we're
going
through
the
kind
of
briefings
and
the
decision
and
governance
that's
set
up
within
the
council.
C
C
So
I
would
particularly
wonder
what
your
views
are
about
that
and
about
how
we,
how
we
deal
with
controversy,
disputes
arguments
and
doubts
about
whether
we're
going
the
right
way.
L
And
I
think
we've
been
quite
good.
Actually,
you
know
when
you
know
of
changing
decisions
when
we
see
technology
starting
to
move
quicker.
We
we've
had
an
example
with
one
of
the
alternative
fueling
stations
that
we
were
looking
at
and
the
technology
was
starting
to
progress
too
quickly
and
it
wasn't
the
right
environmental
solution
and
we
pulled
back
from
that
and
went
down
a
different
route.
So
I
think
we
are
very
constant
at
monitoring.
I
think,
where
we're
getting
to
now.
L
Actually
technology
and
the
technology
decisions
are
getting
to
the
point
where
they
will
be
made,
and
we
know
what
the
future
looks
like.
Technology-Wise
there's,
probably
a
few
questions
still
around,
maybe
some
of
the
larger
vehicles
and
electric
versus
hydrogen,
but
there's
a
lot
going
on
at
a
national
level
in
terms
of
mapping
that
out
and
we
will
be
watching
that
and
understanding
those
trends.
L
So
I
have
kind
of
less
concern
that
we're
going
to
back
the
wrong
horse
in
a
way
because
I
think
there's
so
much
work
going
on
and
research
and
national
national
level,
and
I
also
think,
we've
been
really
transparent.
We've
been
coming
to
things
like
the
sea
out
committing
is
at
board
and
giving
people
that
opportunity
to
see
what
we're
doing
and
to
question.
L
We
also
work
really
closely
with
the
climate
commission,
the
university
you
know,
and
they
have
given
alternative
views
to
certain
things
that
are
happening
and
we've
listened
to
those
and
taken
those
on
board.
So
I
think
we've
been
good
at
reaching
out
to
others
and
not
just
kind
of
blindly
going
down
an
avenue.
D
Yeah,
thank
you.
Chair
john's
actually
covered
one
of
the
main
areas
that
I
wanted
to
touch
on
of
how
robustly
we
are
challenging
the
process
right
across
the
piece
to
ensure
that
all
departments
and
all
sections
are
proactively
embracing
climate
change
agenda
and
just
one
small
element
of
that
we've
now
built
into
all
committee
reports
a
section
relating
to
how
they
relate
to
climate
emergency.
But
my
experience
in
the
past
is
sometimes
and
on
both
sides
of
the
divide.
D
Both
officers
remember
there's
a
tendency
to
pay
lip
service
to
some
of
these
when
it's
just
a
chore.
Has
there
been
any
sort
of
monitoring
of
the
reports
to
make
sure
that
they
are
actively
reflecting
the
climate
emergency
elements
of
their
subject
matter?
Thank
you
I'll.
Just
one
other
point
on
page
21
center
of
the
page,
it
says
in
february
2020
climate
emergency
update
paper
was
wrought
to
executive
board
and
I
didn't
bother
clicking
onto
that
because
I
thought
19
months
was
a
bit
of
an
ancient
document.
D
L
So
yeah
the
reports
annually
it
was
yeah
february.
Sorry
what
date
you
said.
I
put
the
wrong
date
in
the
report,
so
it's
february
21,
yeah
february
21,
the
last
report
went.
It
goes
in
sort
of
february
every
year
and
in
terms
of
the
first
question
about
the
exec
board
reports,
so
I
think
the
first
sort
of
cycle
when
we
started
doing
it,
we
did
a
review.
We've
done
the
guidance
to
try
and
help,
because
we
we
don't
within
the
team,
have
the
resource
to
do
that.
Monitoring
and
so
the
guidance
is
there.
L
That's
why
we're
going
to
do
the
communication
campaign
again?
Why
and
that's
why
we
go
out
to
services
and
do
sort
of
the
presentations
and
the
tools,
but
we
we
don't
have
the
resource
to
do
that
individual
review,
so
that
does
fall
to
individual
departments
to
make
sure
that
that's
robust
and
then
we
are
looking
also
to
roll
out
some
carbon
literacy
training
as
well
again
to
improve
understanding
but
actually
going
through
and
reviewing
each
report.
We
just
wouldn't
have
the
capacity
to
do.
L
D
So
when,
when
do
you
feel
we'll
be
in
a
position
to
have
rolled
out
the
training
so
that
each
individual
department
can
actively
address
its
responsibilities
and
delivering
on
them?
And
I
just
repeat
my
other
question:
have
we
done
any
sort
of
troll
of
reports
or
is
that
something
that
falls
outside
the
capacity
of
you
and
your
team
to
undertake?.
L
Yeah,
no,
we
haven't
done
a
trial
of
reports,
so
we
get
asked
sometimes
to
specifically
help
and
if
we
try
to
when
we
can,
but
it's
not
not
something
we
do
for
every
single
report,
but
we
will,
if
people
approach
us
we
but
with
certain
departments
so,
for
example,
housing,
asset
management
planning,
transport.
L
We
work
with
departments
where
the
impact
on
climate
is
probably
the
most
significant.
We
work
with
them
more
closely.
So,
for
example,
transport
have
a
climate
emergency
working
group
and
they
meet
once
a
month
and
we
work
with
them.
We
work
with
people
within
david's
team
for
planning
on
a
regular
basis,
so
we
know
where
our
kind
of
bigger
risks
are
and
we
spend
the
effort
with
those
specific
departments
rather
than
doing
it,
having
the
capacity
to
review
every
report.
L
So
we
don't
do
what
you're,
what
you're
saying
in
terms
of
trolling
the
reports,
but
we
put
the
effort
in
with
those
individual
departments
and
things
like
the
transport
strategy.
You
know
we
will
have
been
really
heavily
involved
with
that
things
like
the
local
plan,
so
we're
kind
of
aware
of
those
key
developments
rather
than
doing
it
across
the
board
and
in
terms
of
training.
L
So
the
training
is
due
to
be
launched
this
year
and
then
it
will
be
for
sort
of
departments
to
put
one
or
two
members
forward
for
that
training
and
but
again
we
it's
not
to
say
there
hasn't
been
anything
up
to
this
point.
So
we
do.
You
know
we've
done
lots
where
we
go
out
to
hold
departments
and
do
presentations
or
you
know,
spend
time
in
team
meetings
or
senior
leadership,
team
meetings,
or
things
like
that.
So
there
is
still
that
engagement.
It's
just
the
more
formal
training
hasn't
happened.
A
A
K
Thank
you
chair.
Yes,
this
is
the
annual
assurance
report
on
treasury
management,
which
describes
the
governance
arrangements
we
have
in
place
in
treasury
and
how
the
council
complies
with
those
treasury
management
is
an
area
that's
quite
highly
regulated
in
terms
of
codes
and
guidance
that
we
need
to
comply
with.
K
There
hadn't
been
any
changes
to
those
codes
for
a
few
years,
but
we
have
actually
received
earlier
this
week
from
sit
for
consultations
for
proposed
changes
to
both
the
prudential
code
and
the
treasury
management
code,
and
it's
expected
that
some
revised
codes
would
be
in
place
for
the
2022-23
financial
year
as
we'd
anticipated
that
the
broad
area
of
change
that's
being
proposed
is
to
try
and
discourage,
or
indeed
prevent,
the
more
risky
commercial
investment
type
activities
that
some
councils,
probably
a
minority
of
councils,
have
been
engaging
in.
K
So
we're
not
expecting
that
the
changes
to
the
codes
would
make
any
significant
changes
to
the
way
we
go
about
our
investment
activity,
but
there
are
likely
to
be
additional
requirements
in
terms
of
disclosure
and
regular
reporting
that
we'll
need
to
do
in
terms
of
the
non-treasury
management
investment
activity
act
that
we
do.
K
The
other
area
I
wanted
to
touch
on
was
lobo
loans,
as
I'm
aware
that
those
tend
to
be
highlighted
quite
often
in
the
media
as
being
expensive
and
risky
for
councils,
and
so
lobos
stands
for
lender
option
borrower
option,
and
these
are
typically
long
term
loans.
50
years
plus,
the
interest
rates
can
be
either
fixed
or
some
form
of
variable
rates.
K
On
those
option
dates,
the
lender
can
propose
a
change
to
the
interest
rate
which
would
apply
for
the
rest
of
the
loan
and
the
borrower
then
has
the
option
to
either
accept
that
change
to
the
interest
rate
or
to
repay
the
loan
at
that
point,
with
no
penalty.
K
What
made
some
of
these
loans
expensive
for
some
councils
wasn't
the
option
structure.
It
was
the
underlying
interest
rate
structure
in
some
of
these,
so
there
were
some
where
the
interest
rate
varied
inversely
to
market
interest
rates.
So,
for
example,
the
interest
rate
payable
will
be
a
fixed
rate,
less
the
bank
base
rate.
So
when
the
financial
crash
happened
and
bank
base
rates
reduced
significantly
some
of
these
loans,
some
councils
ended
up
paying
seven
percent
or
higher
interest
rates
for
the
remainder
of
these
loans.
K
Exactly
assure
the
committee
that
all
of
the
lobo
loans
that
the
council
entered
into
were
all
at
fixed
rates
and
they
were
at
fixed
rates
that
were
lower
than
the
equivalent
pwlb
loans
that
we
could
have
undertaken
at
those
point
in
time
so
effectively
what
we've
got
is
fixed
rate
loans
that
were
cheaper
than
the
alternatives
we
could
have
entered
into
back
then.
K
M
A
B
Thank
you
chair.
I
apologize
in
advance
if
this
question
is,
is
an
erroneous
one.
Please
put
it
down
to
my
relatively
newness.
If
that's
all
right,
paragraph
2.6
and
2.7
refers
to
assurance
provided
by
internal
audit
on
the
treasury
management
function.
Para
2.6
refers
to
an
annual
review
for
at
last
being
done
in
1920
being
the
most
recent
review,
and
then
paris
2.7
refers
to
a
cyclical
review,
with
data
analytics
being
done
on
an
ongoing
basis
to
provide
assurance.
B
I
guess
my
first
question
is:
has
that
been
done?
Apologies
if
it's
been
done
before
I
joined
the
committee.
If
so,
what
are
the
conclusions
from
that
and
then
on
page
39,
at
the
top
of
the
page
again
talks
about
every
year
the
corporate
governance
and
audit
committee
receiving
a
report
on
the
assurance
and
soundness
of
the
treasury
management
function
and
again,
has
the
committee
received
such
a
report?
K
As
chair
just
on
the
second
of
those
two
questions
on
page
39,
I
think
that
is
referring
to
this
report
as
being
the
insurance
report.
Sorry,
for
if
there's
some
confusion
there,
I
don't
know
if
colleagues
from
internal
audit
can.
I
In
terms
of
the
data
analytics
work,
we
haven't
actually
started
that
yet
it
is
planned
in
for
later
in
the
year
so
that
hasn't
commenced.
Yet.
J
It's
intended
linda
that
once
this
starts,
it
will
be
an
ongoing
piece
of
work.
The
issue
that
we
have
at
the
moment
is
that
we're
just
transitioning
to
a
new
piece
of
software
for
the
data
analytics,
which
is
why
it's
been
held
up
to
date,
but
once
that
starts,
the
intention
is
that
we'll
obviously
develop
if
you
like,
a
proof
of
concept
for
in
terms
of
transactional
assurance
and
then
be
able
to
do
something
on
an
ongoing
basis,
but
as
angela
is
updated,
we're
not
at
a
point
yet
where
that
has
commenced.
B
A
Mary,
can
I
just
ask
page
35
of
the
report
pack
appendix
c
describes
that
the
council
provides
treasury
management
services
for
weicker,
as
councillor
haran
has
mentioned.
Does
that
give
rise
to
any
challenge
or
potential
for
conflict?
And,
if
so,
how
is
that
managed.
K
K
M
B
A
Thank
you
councillor,
haran,
any
further
questions
from
members.
No.
Does
the
committee
agree
the
recommendations
set
out
on
page
27
of
the
agenda
pack
to
note
that
treasury
management
continues
to
adhere
to
its
governance
framework,
including
the
zipfer
code
of
practice.
The
prudential
codes
2017
and
revived
revised
sit
for
guidance
notes
issued
in
2018..
K
Thank
you
chair.
Yes,
so
this
report
presents
the
council's
proposed
responses
to
the
risk
inquiries
that
grant
thornton
have
put
to
us,
which
they've
requested
are
considered
at
a
meeting
of
the
committee.
K
So
informal
briefing
sessions
have
been
held
with
members
to
go
into
some
of
these
in
a
bit
more
detail.
There
are
a
couple
of
minor
additions
and
clarifications
to
the
wording
that
we're
proposing
following
on
from
those
briefing
sessions.
So
firstly,
on
page
56
of
the
pack
question
nine.
There
was
a
question
about
whether
we're
aware
of
any
instances
of
fraud
in
contracts
as
we're
just
going
to
add
the
wording
that
it
is
actually
a
standard
clause
in
our
contracts.
K
That
contractors
are
required
to
inform
us
of
any
instances
of
fraud
they
become
aware
of
then,
on
page
67
question
five,
there's
a
slightly
unclear
reference
to
insurance
claims.
It
describes
it
as
as
the
insurance
section
making
reserves
on
claims
that
will
be
better
described
as
saying
the
insurance
section
with
external
advice,
assess
the
potential
value
of
claims,
so
we'll
change
the
wording
there.
K
Then,
on
page
72
there
were
some
words
missing
at
the
end
of
the
sentence
on
the
first
question
there
that
should
have
referred
to
overpaid
housing,
benefit
claims
and,
finally,
on
page
77,
the
row
that
relates
to
council
dwelling
valuations
the
column
for
management
expertise.
K
K
So
those
were
all
the
comments
I
wanted
to
make
at
this
stage.
So
if
members
have
any
questions
about
any
of
the
proposed
responses,
officers
will
be
happy
to
help
with
those,
and
I
think
if
there
are
any
questions
as
to
how
this
fits
in
with
grant
thornton's
overall
audit,
I'm
sure
perminder
would
be
happy
to
address
those.
Thank
you
chair.
D
And
I
suppose
this
is
a
question
to
to
grant
thornton
on
page
57,
and
I
think
it's
kind
of
reprising
comments.
I've
made
in
the
past
about
the
expertise,
that's
required
of
this
committee
collectively
and
individually
on
page
57,
we've
got
a
paragraph
that
reads
a
sentence
that
reads
the
primary
responsibility
to
prevent
and
protect
and
detect
fraud
rests
with
both
the
corporate
governance
and
audit
committee
and
management.
D
I
think
that
is
placing
a
hefty
onus
on
us
as
amateurs
who
are
not
versed
in
the
dark
arts
of
audit
finance
and
other
elements.
So
I'm
just
seeking
clarification
about
what
exactly
is
expected
of
us
in
that
context,
and
then
on
page
71
and
going
down
to
the
three
bullet
points
at
the
bottom.
D
It
says
specifically
do
audit
committee
members
and
I'm
not
sure
where
that
refers
to
us
as
well.
But
then
there
are
three
elements:
understand
the
characteristics
of
the
methods
and
models
used
to
make
the
accounting
estimates
and
the
risks
related
to
them.
D
Well,
I'm
not
sure
that
I
feel
sufficiently
competent
to
fulfill
that
linda
mike
because,
as
I
say,
she's
a
practitioner
of
the
I
don't
call
them
dark
hearts,
pejoratively
just
first
words
that
came
to
my
head
really,
but
those
three
bullet
points
seem
to
require
a
degree
of
expertise
of
us
that
we
simply
cannot
deliver.
So
it's
seeking
clarification
as
to
what
we
can
do
to
reasonably
fulfill
those
expectations
or
whether
it
is
they're
just
completely
over
the
top
in
terms
of
what
we
can
do.
As
a
committee,
it's
probably
a
little
cry
for
help.
G
Shall
I
respond
to
your
question,
so
the
responsibility
does
actually
rest
with
management
and
those
charged
with
government.
So
it
is
the
responsibility
of
management
to
ensure
that
your
arrangements
are
effective.
You
have
effective
controls
in
place,
management
works
effectively
and
the
assets
of
the
organization
are
safeguarded,
minimizing
any
exposure,
effective
controls
and
such
like.
So
it's
a
very
broad
area,
and
in
previous
years
we
used
to
bring
two
documents.
G
We
would
write
to
management
and
as
a
chief
finance
officer
for
their
individual
views
on
a
range
of
questions,
and
we
would
then
write
to
the
chair
of
the
audit
committee
and
ask
a
range
of
questions.
Now.
Standards
have
changed
over
the
last
year
or
so
and
given
there
have
been
a
number
of
corporate
failures
and
one
of
the
reasons
that's
a
risen
is
that
often
those
charged
with
governance
or
certain
parts
of
management
are
not
aware
of
what
has
been
happening.
G
So
the
purpose
of
changing
our
approach
this
year
is
actually
to
make
it
very
very
clear.
Management
make
a
view
in
terms
of
what
their
arrangements
are,
what
controls
are
in
place
and
what
actions
they're
taking
and
then
those
are
actually
brought
to
members
for
them
to
review
and
consider
and
really
to
challenge.
G
So
I
don't
think
we're
expecting
those
charged
with
governance
to
be
experts
in
in
every
area,
but
I
think
it's
around
applying
some
common
sense
and
reasonable
challenge
of
the
issues
and
also
to
bring
into
play
also
your
knowledge
of
leads
your
knowledge
of
the
specific
areas
that
you're
involved
in
with
the
council
to
make
sure
there's
nothing
in
there,
which
is
inconsistent
with
what
you
are
aware
of.
Now,
management
will
have
the
expertise
and
the
knowledge
and
where
they
don't,
they
will
seek
help
and
guidance
if
that
is
needed.
G
So
one
of
the
particular
areas
that
this
draws
on
this
year
is
around
estimates,
so
there's
increased
work,
that's
required
because
of
a
new
standardized,
540
revised.
So
that's
around
accounting
estimate.
So
how
do
management
assess
the
estimates?
What
numbers
go
into
your
accounts
and
are
those
numbers
reasonable?
Have
you
properly
challenged
them?
So
management
go
through
a
whole
range
of
questions?
G
That's
why
the
appendix
at
the
back
of
this
document
it
goes
through
each
individual
area,
and
the
purpose
of
that
is
rather
than
management
coming
across
you
and
say
here
are
the
draft
accounts.
The
numbers
are
okay,
please
approve
them.
Actually
they
have
to
do
a
lot
more
detailed
work
and
they
normally
would
do
that
behind
the
scenes
through
detailed
working
papers,
but
I
think
it's
it's
setting
it
down
in
writing.
D
D
But
if
I
ask
a
question
on
a
financial
issue
and
the
answer
is
a
lemon,
I
don't
necessarily
know
whether
that's
acceptable
or
not
in
some
cases.
So
it's
that
balance
between
as
prominent
as
quite
rightly
said,
our
challenging
things
as
lay
people,
which
has
always
been
the
role
of
counselors,
whether
it's
on
this
committee
on
scrutiny
or
wherever,
but
the
way
that
it's
expressed
in
this
document
makes
it
sound
as
though
we're
expected
to
go
a
little
bit
further
than
that.
So
I
think
that
I
think
that
response
is
very
helpful.
D
I
don't
have
one
other
completely
unassociated
question
and
it's
from
page
60
chair
and
it
relates
to
fraud,
awareness,
training
being
available
to
staff,
and
I
just
wanted
to
check
that
those
staffing
key
positions
do
receive
training
and
that
it's
not
there
by
way
of
discretion,
because
I
think
it's
absolutely
important
that
they
are
trained
and
receive
training
and
it's
up
to
date
and
it's
robust
and
the
second
one
again
not
associated
with
that
at
the
bottom
of
that
page.
D
And
it
relates
to
the
raising
concern
policy
and
I've
just
wondered
whether
not
necessarily
now,
but
as
part
of
the
reports
that
we
get
back,
sporadically
across
a
whole
raft
of
governance
issues.
We
can
have
some
insight
into
the
number
of
issues
that
are
raised
by
members
of
the
public
and
now
they're
subsequently
resolved.
A
Thank
you
councillor
as
well.
Just
before
I
bring
louise
in,
there
are
new
arrangements
for
reporting
fraud
and
two
reports
are
produced
issued
or
produced
every
year.
Louise.
B
D
B
In
terms
of
the
counter
fraud
training,
that's
available
to
everybody
on
the
performance
and
learning
system,
but
we
did
target
key
staff
risk
at
risk
groups
so,
for
example,
the
creditors
service
staffing
insurance
housing
tenancy.
So
we
did
target
those
specific
staff
groups
to
ensure
that
they
partook
in
the
county.
Fraud,
training.
A
Thank
you
councillor
as
well.
Any
other
questions
from
members.
Thank
you.
Does
the
committee
agree
the
recommendations
set
out
on
page
45
of
the
agenda
pack
to
consider
the
responses
proposed
by
officers
to
grant
thornton's
thornton's
inquiries
and
to
confirm
whether
these
are
consistent
with
members
understanding
of
the
council's
arrangements
in
these
areas?
A
Thank
you
we'll
go
to
item
11
and
I'd
like
to
invite
jonathan
to
present
the
report.
Please.
J
Afternoon
everybody,
so
this
update
report
covers
the
work
that
we've
carried
out
during
the
period
between
may
and
the
end
of
july
this
year.
So
members
will
probably
know
that
the
report
looks
very
different
to
some
of
the
previous
reports
that
we've
issued-
and
this
is
the
first
step
change
for
us
really
in
trying
to
do
to
develop
our
reporting
format,
to
make
it
more
visual
and
to
address
some
of
the
points
that
members
have
raised
around
information
that
you
would
like.
J
So
it
is
obviously
more
of
a
tabular
report,
but
it
still
contains
the
core
information
that
members
are
used
to
receiving.
So
I
would
point
at
4.4
to
the
table
of
reports
issued
during
the
period
which
lists
each
of
the
reviews
that
we've
done
and
highlights
underneath
particular
audits
of
significance.
If
you
like
that,
members
would
would
take
a
particular
interest
in-
and
I
know
social
value
is
an
area
where
significant
interest
in
the
committee
has
been
shown.
This
was
an
issue
that
was
discussed
at
length.
J
So
I
assume
members
have
read
the
report
anyway,
but
the
gist
of
it
is
really
that
in
terms
of
social
value,
and
it
reinforces
the
message
that
you've
had
really
a
lot
of
work
has
gone
into
that
area
around
embedding
things
like
the
governance
arrangements,
the
policies,
the
procedures
and
the
training
to
really
get
social
value
going
within
the
procurement
process,
but
we're
at
the
stage
now
where
it
really
needs
to
gain
traction
across
more
and
more
procurement.
J
So,
understandably,
some
of
these
processes
can
take
some
time
to
embed
and
consistent
with
the
message
that
members
received
at
the
last
meeting.
We're
now
trying
to
to
see
this
coming
through
in
more
and
more
procurements
and
and
see
the
benefits
that
we're
going
to
start.
Realizing
from
that,
the
report
also
has
a
very
new
section
for
you
really
in
terms
of
other
audit
work
completed.
So
this
breaks
down
in
much
more
detail.
J
Lots
of
the
other
work
that
the
team
do
aside
from
simply
our
assurance
work
that
feeds
into
the
table
of
reports
issued,
but
work
that
we
build
up
our
opinion
from
over
the
course
of
the
year.
So
you'll
see
in
the
table.
There's
lots
of
different
pieces
of
work
that
are
listed
there,
as
well
as
other
activities
that
we
are
regularly
involved
in
around
the
likes
of
client
liaison
and
board
and
committee
attendance
and
support
to
this
committee.
J
There's
also-
and
this
responds
directly
to
a
point
raise
in
the
last
meeting
a
new
table
which
gives
more
of
a
flavor
of
our
work
in
progress
at
the
moment.
So
it
lists
the
audits
that
are
ongoing
at
the
time
of
reporting.
So
really
it
gives
members
a
flavor
of
what
you
can
expect
to
see
coming
through
in
the
subsequent
update
report
in
terms
of
finalization.
J
Our
performance
is
still
documented
in
there
in
terms
of
what
we've
got
back
from
our
custom.
Satisfaction
questionnaires
we're
still
very
pleased
with
the
results
that
we're
getting
here
and
we
have
actions
ongoing
to
constantly
try
and
improve
performance
in
all
of
the
areas
where,
where
we
feel
that,
obviously
there's
more
that
we
can
do
as
a
team
quality
assurance
wise
members
will
be
aware
that
we
have
the
external
assessment
ongoing
at
the
moment.
J
So
glasgow
are
in
reviewing
ourselves,
and
I
know
that
they've
spoken
to
the
chair
along
with
other
senior
officers,
so
that
report
will
come
to
the
committee
on
completion
of
that
external
assessment.
J
Finally,
on
the
internal
audit
side,
you'll
see
that
we
offer
now
a
rolling
audit
opinion
which
again
just
shows
how
we
build
up
that
annual
assurance
opinion
at
the
end
of
the
year.
So
the
opinion
for
quarter
one
has
been
deemed
to
be
adequate
based
on
the
work
that
we've
undertaken
during
that
period,
and
we
will
continue
to
build
that
up.
So
you
see
that
over
the
course
of
the
year
and
then
finally,
in
appendix
b,
there
is
some
information
that
members
have
specifically
received
requested
around
the
monitoring
of
urgent
decisions.
F
I
was
interested
on
the
the
customer
satisfaction
element
of
the
auditing.
I
was
interested
to
understand
whether
you
see
the
auditees
as
customers.
J
That's
not
the
the
definition
that
I
would
that
I
would
say.
I
know
that
that's
a
little
jarring
when
you
call
it
a
customer
satisfaction
questionnaire
so
point
taken
there.
Actually,
we
we
consider
them
to
be
our
our
clients,
our
client
departments,
really
here
that
we
undertake
the
order.
I
suppose
the
terminology
comes
from
the
fact
that
we
have
just
delivered
an
audit
in
that
area
and
we
want
to
gather
feedback
from
them
on
our
performance,
but
a
customer
in
that
sense
of
the
word.
I
do
take
your
point.
There
counselor
foster.
F
Thanks
for
that,
the
reason
I
raised
it,
I'm
just
pondering
the
conflict
of
interest
of,
say,
an
internal
auditing
team,
knowing
that
they're
then
going
to
be
assessed
numerically
by
the
people,
their
orders,
auditing
and
I'm
guessing
the
people
that
then
put
the
the
customer
satisfaction
report
together
will
have
done
that
after
they've
observed
the
final
report,
so
you
can
see
the
motivation
there.
If
they've
got
a
bad
report,
are
they
going
to
give
you
a
bad
score?
J
In
my
opinion,
no
I
mean
we
are
bound
by
professional
standards,
the
public
sector,
internal
audit
standards,
which
reinforce
the
professionalism,
integrity
and
objectivity
of
our
service
and
I'm
very
confident
in
the
robustness
of
the
work
that
our
team
carry
out,
and
I
think
also
that
is
valued
and
respected
by
management
in
the
the
audit
and
the
product
that
we
deliver.
So
certainly
myself,
I
don't
see
that
there
is
a
conflict
there
and
I'm
very
confident
that
that
we
apply
exactly
the
right
level
of
challenge
and
skepticism
to
that.
D
Yes,
thank
you,
chad,
just
just
following
on
from
those
questions
about
that
particular
table
on
page
98,
I
think,
year
on
year,
this
committee
has
always
transmitted
its
desire
to
see
more
of
these
questionnaires
filled
in
so
we've
got
a
more
representative
feedback.
I
mean
42
is
not
really
now.
I
know
that
in
some
cases
the
questionnaire
will
go
out,
but
it
won't
come
back
within
the
quarter
or
the
or
the
period
to
which
it
relates,
and
it
would
appear
that
these
are
really
good
responses.
D
Is
this
a
case
of
either
being
adequate
or
inadequate
or
in
terms
of
other
audit
reports?
Is
that
is
there
a
scale
of
performance
because
obviously,
we've
got
a
normal
audience
substantial
good
acceptable?
So
just
so,
we
understand
what
that
designation
of
adequate
actually
means.
If
that
makes
sense,.
J
Thank
you,
councillor,
trustworld,
taking
your
first
point
around
the
satisfaction
questionnaires.
J
You
are
right
that
we
did
encourage
more
feedback
through
chief
officers
and
we
do
now
copy
in
the
relevant
chief
officer
each
time
we
request
that
feedback
as
a
means
of
trying
to
encourage
further
the
response
rate,
and
there
would
be
an
opportunity
for
us
to
reiterate
that
communication
through
a
chief
officer
group
to
underline
the
importance
of
it
as
a
means
of
I
guess
further
requesting
more
of
of
the
feedback
in
terms
of
the
annual
opinion.
Adequate
is
the
the
systematic
terminology
really
that
we
would
use
that.
J
Well,
that
any
audit
department
would
use
to
give
that
annual
opinion.
So
it
is
adequate
in
terms
of
the
effectiveness
of
that
control
environment
or
there
would
be
a
limitation
in
scope,
for
example.
That
would
not
enable
us
to
give
that
adequate
opinion,
which
we
would
obviously
have
to
draw
your
attention
to.
J
So
it's
not
given
on
a
scale.
In
that
sense,
it's
adequate
or
it
is
limited
in
scope.
A
Sorry
can
I
just
come
in
just
to
say
that
if,
if
the
members
agree,
I
could
write
to
the
chief
exec
of
on,
on
behalf
of
the
committee,
to
remind
them
of
the
importance
of
this
and
and
the
information
that
they
need
to
provide.
B
Thank
you
chair.
I
enjoyed
reading
this
report.
Thank
you.
I
I
I
do
have
a
question
around
kpis
again.
I
do
apologize
for
that
a
bit
like
a
broken
record.
I
think
it's
great
this.
This
performance
is
really
good
for
an
internal
audit
function.
I
I
think
it's
so
well
done.
A
couple
of
meetings
ago,
I
asked
around
kpis
for
delivery
of
audit
plan.
B
Is
that
something
that
you're
still
looking
to
implement
and
sorry
I'll
so
I'll
I'll
just
follow
on
that
one,
and
I
think
the
reason
I'm
asking
that
is
it
links
back
to
the
concern
that
was
raised
earlier
around
the
corporate.
The
audit
committee's
responsibility
around
satisfying
itself
that
the
systems
and
processes
and
controls
around
fraud,
for
example,
are
in
place
and
operating
without
us.
Having
that
confidence
as
a
committee
that
the
audit
plan
is
being
fully
delivered
in
the
way
that
you
would
expect
it,
we
would
expect
it
to
be
delivered.
B
That
makes
our
job
that
little
bit
more
difficult.
So
I
I
would
really
welcome
some
kpis
around
the
delivery
of
the
audit
plan
and
keeping
that
on
track
to
give
us
that
comfort
and,
at
the
same
time,
in
doing
so,
it
plays
to
the
previous
point,
around
officers
playing
ball
with
the
auditors.
B
And
are
you
getting
the
engagement
that
you
need
to
indeed
deliver
the
plan
that
you're
setting
out
to
deliver?
And
so
it's
twofold
really
one
is
to
help
us
receive.
You
know
understand
the
level
of
assurance
that
we're
committing
to
receive
or
you're
committing
to
provide
us
with
and
two
to
ensure
that
you're
getting
the
support
that
you
need
as
officers
from
the
from
the
council
as
auditors,
from
the
offices
of
the
council,
is
that
okay.
J
Thank
you,
linda
yeah,
I
mean
taking
the
first
point
around
the
kpis
and
the
delivery
of
the
plan.
As
I
said
at
the
start,
this
is
a
step
change
if
you
like.
So
this
is
the
first
step
towards
the
the
revamped
report,
and
I
can
assure
you
that
it
is
something
that
we're
wanting
to
feed
through.
J
I
think,
particularly
with
this
one,
given
the
timing
of
it
and
the
period
covered,
which
is
may
to
july,
a
lot
of
the
work
that
goes
into
this
one
is
still
work
that
was
started
under
the
previous
year
plan.
J
So
I
think
it's
more
likely
that
in
the
next
report
we
will
be
in
a
better
position
to
start
to
give
you
the
reassurance
around,
where
we're,
at
with
delivery
of
the
plan
that
was
approved
by
members
in
the
march
meeting
and
we're
just
trying
to
find
the
most
effective
way
of
doing
that,
whether
it
is
by
days
delivered
per
assurance
area,
whether
it's
by
number
of
audits,
completed.
J
But
it
is
something
that
we're
looking
at,
and
it
is
something
that
you
can
expect
to
see
in
future
reports
in
terms
of
engagement
for
the
delivery
of
the
plan
across
directorates,
we
are
trying
to
enhance
our
client
liaison
work
with
directorate
leadership
teams,
and
that
is
something
that's
obviously
referenced
in
our
audit
work
undertaken,
and
it
just
gives
us
that
extra
kind
of
area,
if
you
like-
to
kind
of
keep
directors
and
service
areas
up
to
date,
with
where
we
are
with
the
plan,
what
we
have
coming
up
and
improve
for
ourselves
our
scheduling
of
work
to
give
us
the
best
chance
of
delivering
in
the
fullness
of
that
plan,
so
that
we
can
give
you
that
reassurance
into
in
turn
so
yeah.
A
A
N
Thank
you
afternoon,
everybody
in
terms
of
the
report
for
the
committee
this
afternoon,
just
to
set
the
scene
really.
The
assurance
report
covering
report
provides
the
overall
context
for
the
more
detailed
paper
which
is
attached
to
appendix
one,
and
the
report
itself
has
been
presented
within
the
context
of
the
cycle
for
internal
control
framework.
N
In
terms
of
the
pressures
that
we've
been
facing
cross-cutting
issues,
I
think
go
to
the
heart
of
each
of
the
sections
of
the
appendix
one.
It's
been
necessary
to
establish
new
ways
of
working
during
the
lockdown
period.
N
Finally,
we've
also
had
the
ongoing
emergence
of
planning
reforms
and
future
changes
to
the
service,
including
fundamental
changes
to
legislation,
commitments
by
the
government
for
increased
digitization
within
planning
services,
and
also
an
increase
in
permitted
development,
which
has
become
a
feature
of
the
ongoing
changes,
and
that
was
all
I
really
wanted
to
say
chair
I
mean
I
can
go
into
more
detail
in
response
to
each
of
the
sections
through
questions,
if
that
would
be
appropriate.
Thank
you.
A
Thank
you
david.
Any
questions
from
members
consulingworth.
C
I'd
like
to
make
it
plain
fact
to
start
chair:
this
isn't
nowhere
criticism
of
david
feeney,
who
is
not
responsible
for
this
situation,
he's
inherited
it,
but
I'd
like
to
make
that
clear
from
the
start.
C
But
it
is
an
area
of
concern
to
me
about
the
availability
of
good
data
for
decision
making
in
in
planning
context.
C
What's
alarming
me
was,
I
discovered
completely
contentious
planning
application
yesterday,
which
I
don't
know
the
result
of
actually,
where
statistics
about
playing
field
use
and
playing
field
availability
would
have
been
highly
relevant,
but
the
city
doesn't
have
a
policy
in
place
for
playing
field
provision
and
that's
a
shame.
C
It's
particularly
a
shame
because
it's
situations
obtained
since
1990
1991
30
years
when
similar
issues
arose
many
years
ago
and
it
was
determined
we
must
have
a
suitable
policy
officers
were
set
to
work
to
produce
one,
but
it
appears
never
to
have
been
finished
and,
to
my
amazement,
still
unfinished
to
this
day.
30
years
later,
I
did
inquire
into
it
at
the
time
when
it
first
started
and
discovered
a
number
of
things
that
could
be
concern.
C
It
swapped
two
numbers
over
just
the
right
numbers,
the
wrong
column
and
the
effect
was
to
multiply
the
sports
pitches
by
a
patch
of
about
three
by
including
huge
areas
of
land
that
have
been
part
of
the
civic
golf
courses,
obviously
much
more
relaxed.
So
the
data
on
which
we
were
making
policy
was
unreliable
and
it
was
unreliable
for
30
years
and
that
I
find
really
disturbing
because
I'm
representing
inner
city,
ward,
children,
don't
do
so
well,
there
they
get
ill
more
often
they
die
younger.
C
D
Chad,
I
think
john,
has
raised
a
concern
that
a
number
of
us
share
not
just
in
respect
to
this
particular
application,
but
generally,
but
I
don't
think
this
is
a
matter
for
this,
which
I
think
it
is
a
matter.
Perhaps
a
scrutiny
board
may
even
be
the
one
that
I
chair.
I
think
it's
in
the
balance
as
to
which
one
it
might
be.
N
Chair
just
a
point
of
clarification,
if
it
would
help,
I
mean
in
terms
of
the
evidence
base,
I
think
councilman
is
referring
to
evidence
that
we've
used
to
develop
planning
policies
over
the
years.
More
recently,
as
part
of
the
site
allocation
plan,
we
commissioned
and
completed
a
an
open
space,
sport
and
recreation
assessment,
and
that
was
july
2011..
N
So
it's
a
little
bit
long
in
the
tooth
now,
but
at
the
time
that
was
the
evidence
base
that
superseded
the
unitary
development
plan,
work
which
I
think
you've
outlined
before
and
and
that
evidence
was
put
before
an
independent
inspector
as
part
of
the
policies
of
the
site
allocation
plan
and
the
site
allocation
plan
included
allocations
for
housing,
employment,
retail
centres
as
well,
as
importantly,
green
space
and
playing
fields
seeking
to
protect
them
through
designation
in
that
plan.
So
that's
the
most
recent
evidence
based
in
sort
of
the
comprehensive
nature.
N
We
do
continue
to
monitor
our
policies
through
the
authority
monitoring
report,
to
look
at
the
effectiveness
of
those
policies
and
clearly
in
terms
of
our
programme
of
work
going
forward
in
terms
of
the
local
plan
update
it's
something
we
will
do.
Concurrent
with
the
update
of
the
development
plan
to
update
the
evident
evidence
base
to
underpin
new
policy
formulation
chair
if
that's
helpful,.
C
Please
indeed,
how
father
and
I
now
realize
that
the
2011
is
why
I
thought
the
job
had
been
done,
because
that
was
the
things
I
was
aware
of,
but
it
does
seem
that
the
process
is
not
fully
complete
from
the
comments
have
been
made
this
week,
and
particularly
the
gentleman
who
responded
on
behalf
of
sport.
England
draw
attention
to
the
situation
and
I
just
wonder
what
what
remains
to
be
done
and
when
we'll
do
it.
I
Chair
can
perhaps
help
out
in
relation
to
the
specifics
of
of
the
application
that
was
discussed
at
yesterday's
plans
panel
and
the
references
from
sport,
england's
objection
that
was
in
respect
of
the
play
and
pitch
strategy,
which
is
actually
not
a
strategy
at
all
or
anything.
I
That's
gone
through
any
governance
whatsoever,
but
the
the
information
you
were
talking
about
council
illinois
that
was
used
in
the
udp
that
you
were
worried
was
inaccurate,
as
david's
just
described
that
has
been
superseded
by
by
that
full
assessment
that
was
used
for
the
adopt
to
underpin
the
support
and
underpin
and
support
the
evidence
used
in
the
sap
which
the
inspector
found
sound.
So
I
think,
in
relation
to
the
planning
evidence
and
the
information
that
we've
got,
that
certainly
has
been
superseded
if
there
was
ever
an
error
in
that
that
has
been
superseded.
I
A
All
right,
john
counciling
worth
we
leave
it
there.
I
know
I
know
I
know
I
know.
Thank
you
david.
Can
I
please
ask
at
the
page
124
of
the
agenda
parker
in
the
review
and
refine
section,
you
do
describe
the
pressures
in
service
delivery
and
state
that
temporary
staff
are
to
be
recruited.
Are
you
able
to
confirm
to
the
committee
whether
this
has
happened
and
whether
their
arrival
is
bringing
about
the
improvement
in
performance
and
customer
service
anticipated.
N
Thank
you
chair,
yes,
in
in
response
to
the
the
scale
of
applications
in
the
system.
At
the
moment,
we
made
a
business
case
to
secure
some
additional
staffing
resources
for
the
service,
so
that
equates
to
12
planner
posts
on
temporary
18-month
contracts,
they're
for
planners
principal
planners
compliance
officers,
as
well
as
colleagues
within
our
validation
team,
the
closing
date
for
those
posts
close
on
the
12th
of
september
and
we're
now
in
the
process
of
setting
up
interviews
and
shortlisting
to
appoint
those
staff.
N
I
would
hope
that
it
does
have
an
immediate
impact.
There
are
some
challenges
at
the
moment
with
recruitment,
because
many
authorities
in
a
similar
position
said
to
ourselves,
but
we
have,
through
previous
rounds
of
recruitment,
being
able
to
secure
some
some
additional
resources,
which
has
been
very
positive
and
helpful.
A
Thank
you
and
my
sincere
thanks
to
the
planning
team
as
well,
for
the
work
they've
done
carried
out
under
the
last
18
months.
Thank
you.
Thank
you.
Any
further
questions
from
members
does
the
committee
agree.
The
recommendations
are
set
out
on
on
page
105
of
the
agenda
pack
to
consider
this
report
and
the
assurances
provided
provided
within
it
and
the
attached
appendix
one
accepting
that
the
business
continuity
arrangements
are
fit
for
purpose
up
to
date
and
are
routinely
complied
with,
have
been
effectively
communicated
and
are
monitored.
B
Members
have
the
work
programme
in
the
agenda.
There
are
two
matters
to
note:
firstly,
that
the
date
for
the
december
meeting
has
moved
to
the
17th
of
the
month
to
accommodate
the
state
of
the
city
event
that's
taking
place
on
on
the
10th,
and
I
I
believe
that
invitations
have
been
sent
around,
but
I
just
wanted
to
to
flag
that.
And
secondly,
I'm
aware
that
there's
a
need
to
add
an
additional
report
to
the
agenda,
either
in
november
or
december.
B
A
Thank
you
pitt
any
comments
from
members.