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A
Good
morning,
everyone
welcome
to
this
morning's
meeting
of
corporate
governance
and
audit
committee.
My
name
is
councelor
mahale,
France,
Meir
and
I'll
be
chairing
today's
meeting.
Today's
meeting
is
being
live
streamed
on
the
city
council's
website,
so
the
public
can
observe
the
meeting
without
need,
without
needing
to
be
present,
I'd
like
to
invite
members
and
officers
to
introduce,
introduce
themselves
and
yeah
remember
to
tell
you
might
I
never.
B
B
Kirk
good
morning,
councelor
gor
alus
from
beaston
HCK.
I
F
Audit
good
morning,
Pinda
CI
Grant,
Thon
external.
A
Committee
right
good
morning,
just
a
look
so
can
we
move
on
to
item
Agenda.
K
One,
thank
you
chair
under
agender
item
one.
There
are
no
appeals
against
the
refusal
of
inspection
of
documents
under
agender
item
two.
There
are
no
exempt
items
agenda
item
three.
There
are
no
late
items
agenda
item
four.
Could
I
ask
members
to
declare
any
interests
and
I
take
silence
as
there
are
none
under
agenda
item
five,
we
have
received
apologies
from
councelor
hesslewood
and
Victoria
Bradshaw
Chief
fi
officer
for
financial
services.
Thank
you,
chair.
G
Jonathan
hi
just
to
cover
matters
arising.
So
oh,
my
my
apolog.
A
Sorry,
that's
my
fault.
I
just
want
to
check
that
the
minute
is
a
a
correct
record
of
the
meeting
that
was
held
and
chaired
by
councelor
PA
on
the
24th
of
July.
A
G
You
sorry
that
one
SMS,
as
so
following
from
July's
committee
meeting
a
couple
of
items,
were
raised
firstly
by
councelor
bthl
for
the
attendance
of
someone
from
IDs
to
attend
committee
and
I'm
pleased
to
say
that
Andrew
is
joining
us
today
from
IDs
and
he
has
been
forwarded
the
meeting
minutes
and
will
attend
when
he
can
on
his
calendar.
G
So
thank
you,
councelor
Flynn,
who
is
no
longer
on
the
committee,
but
he
did
raise
an
item
regarding
the
effective
cost
of
living
on
adult
social
care
and
the
social
service
users.
G
He
was
forwarded
a
report
that
was
presented
to
scrutiny
the
day
after
committee
and
he
has
advised
that
he
will
take
his
comments
to
the
chair
scrutiny
and
again
just
following
from
the
March
committee,
which
was
a
while
ago,
there
was
an
item
rais
regarding
privileged
user
access
list
to
be
presented
to
the
chair
and
members
and
I
believe
that
was
sent
out
on
the
1st
of
September
to
you
all
so
yeah.
That's
all
the
matters
arising.
Thank.
L
L
Morning,
chair
did
you
want
me
to
kick
off
and
introduce
myself?
My
name
is
David
feny
I'm,
the
chief
planning
officer
for
leads
I'm
here
today
to
speak
to
the
annual
Assurance
report
on
planning
decision
making
and
enforcement
Arrangements
just
to
set
the
scene.
Nothing
to
add
to
the
report
chair,
but
I
would
just
like
to
set
a
little
bit
of
context
in
terms
of
the
report
and
some
of
the
key
headlines.
First
of
all,
just
to
confirm
this
is
the
annual
Assurance
report
for
planning
decision
making
and
enforcement.
L
The
cycle
of
internal
control
framework
has
been
used
to
give
the
assurances
the
adequacy
of
the
policies
and
practices
for
the
reporting
period,
April
22
to
March
23.
The
report
sets
out
the
process
and
system
changes
which
has
been
made
in
response
to
this
to
deal
with,
in
particular,
backlog
issues
relating
to
coid
work
level,
issues,
budget
and
resourcing
pressures
as
well
and
finally,
in
terms
of
context,
the
decision-making
framework
of
planning
policies
sets
out
the
system
and
processes
to
ensure
information
is
shared
in
a
clear
and
consistent
fashion.
L
There's
a
section
relating
to
decision-making
context
for
planning
in
leads,
including
the
local
plan
which
is
referred
to
and
then
in
addition,
there
are
various
planning
procedures
and
guidance,
including
the
council's
delegation
scheme
and
various
protocols,
and
all
of
those
elements
come
together
to
set
the
context
for
planning
decision-
making
in
in
leads
in
terms
of
roles
and
responsibilities.
The
report
talks
about
the
delegated
decision
making
framework
within
the
city,
so
reference
is
made
to
full
Council
the
subd
delegation
scheme
and
the
work
that's
been
associated
with
that.
L
Reference
is
then
made
to
plans
panel
decision
making
in
terms
of
delegated
decisions,
member
exceptions
and
referrals
and
requests
to
to
pass,
and
then
reference
is
set
out
in
relation
to
democratic
oversight
in
terms
of
the
roles
of
our
panels
and
the
executive
member
and
other
other
Provisions
set
out
in
that
part
of
the
report.
In
terms
of
clearly
communicating.
The
report
then
turns
to
describing
some
of
the
activity
that
we
have
in
terms
of
informing
the
decision-making
framework.
So
we
have
training
sessions
and
we
have
recently
had
training
on
sill
viability
and
enforcement.
L
By
way
of
examples,
guidance
is
issued
on
our
SharePoint
site
to
provide
that
material
for
for
the
service
and
for
members
and
then
through
day-to-day
working
and
Leadership
within
the
service.
We
have
regular
meetings
with
our
teams
and
managers
in
terms
of
performance
and
decision
making
in
adhering
to
the
council's
requirements
in
terms
of
effectively
embedding
in
terms
of
the
particular
challenges
that
we've
had
over
the
reporting
period.
These
are
in
particular,
relate
to
high
volumes
of
applications.
L
During
the
con,
the
coid
period,
the
planning
service
remained
operational
and
we
had
high
high
incidences
of
both
major
applications
and
also
high
level
of
householder
applications
for
domestic
extensions
Etc.
As
with
other
parts
of
the
council,
we've
had
challenges
with
staff
turnover
and
issues
in
relating
to
recruitment
processes
and
pressures,
particularly
with
regard
to
recruiting
specialist
staff
and
experienced
planners,
and
it's
it's
a
national
issue
at
the
moment.
L
This
part
of
the
report
talks
about
a
number
of
case
studies
relating
to
officer
declar,
ation
of
interests,
the
householder
protocol
enforcement,
key
cases,
review
of
customer
Communications,
as
well
as
engagement
with
elected
members,
there's
also
a
section
relating
to
complaints,
learning
lessons
from
the
lgo
performance
on
appeals
and
describing
the
government's
sort
of
performance
regime
for
local
planning
authorities
in
relation
to
special
measures
in
terms
of
meaningfully
monitoring
what
we're
doing
there's
a
number
of
embedded
requirements
of
the
system,
particularly
with
regard
to
statutory
reporting
and
Publishing
performance
information.
L
L
In
terms
of
some
of
those
measures,
the
report
summarizes
a
number
of
them,
including
the
householder
applications,
the
checker
for
the
community
infrastructure
Levy,
and
it's
positive
that
the
numbers
of
complaints
have
gone
down.
We
continue
to
refresh
and
update
our
local
enforcement
plan
and
we're
also
working
closely
with
IDs
colleagues
to
achieve
a
number
of
service
improvements,
consistent
with
the
the
government's
commitment
to
the
digiti
digitization
of
planning
Services.
L
The
main
thrust
of
the
government
reforms
is
through
the
leveling
up
Bill
and,
whilst
there's
been
a
number
of
consultations
with
local
planning
authorities,
we're
still
to
see
the
actual
detail
of
what
that
means
in
in
practice.
The
report
also
makes
reference
to
a
number
of
review
documents,
including
the
delegation
scheme,
the
plans
panel
terms
of
reference
and
also
the
local
plan.
So
in
conclusion,
shair,
the
report
sets
out
a
number
of
recommendations
in
in
in
in
relation
to
the
statement
of
assurance.
L
This
is
important,
given
the
the
dynamic
nature
of
planning
and
also
the
nature
of
the
ongoing
planning
reforms
in
terms
of
clearly
communicating
we're
now
establishing
a
process
of
having
caseworker
meetings
on
a
teams
that
can
be
recorded
So
that
those
key
messages
and
Lessons
Learned
and
Innovations
can
be
shared
with
the
team
and
also
can
be
reviewed
through
through
the
recording
in
terms
of
performance
issues
in
terms
of
monitoring
we're
working
with
IDs
on
performance,
dashboard
Innovations
to
help
us
monitor
our
data
more
effectively
and
then
in
terms
of
review
and
refine.
L
We're
looking
at
further
work
in
relation
to
our
validation,
checklis
and
criteria
this
this
Autumn.
So
it's
ongoing
process,
chair
so
I,
hope
that's
useful
by
way
of
an
overview.
Thank.
A
You
thank
you
very
much
for
that
David.
Are
there
any
questions
from
the
from
the
members
councilor.
D
Ray,
thank
you
chair.
Thank
you
for
that
David.
D
Just
in
relation
to
enforcement,
and
just
your
feeling,
Don
sh
I,
think
it's
probably
something
I
would
not
be
outturn,
saying
for
other
elected
m
MERS
that
we
do
generally
have
concerns
over
enforcement
efficiency
and
actual
consistency
and
without
going
into
individual
Cas
I
had
a
particular
case,
just
in
summary,
where
it
went
on
for
four
years
to
the
point
that
the
developer
went
bust
and
now
the
council's
having
to
pick
up
the
bill,
because
there
seems
to
be
a
resistance
to
enforce
and
basically
in
how
shall
we
say
to
try
and
save
the
council
money.
D
It
actually
actually
ends
up
costing
the
council
money,
because
there's
a
resistance
to
could
go
down
the
formal
legal
route
and
to
give
developers
NeverEnding
chances.
Are
you
assured
that
our
actual
enforcement
is
acting
as
a
deterrent
in
the
way
it
should
be
working
or
because
of
financial
constraints?
Are
you
able
not
to
do
what
you
would
prefer
to
do,
which
is
to
be
a
much
more
proactive
and
aggressive
enforcement.
L
Setup,
thank
you
councelor
Ray,
for
your
question.
It
is
a
challenge
enforcement.
Isn't
it
it's
it's
a
discretionary
service
that
we
provide,
but
it's
something
that
we
give
a
high
priority
and
import
importance
to.
As
you're
aware,
we
have
the
local
enforcement
plan,
which
sets
out
the
context
for
how
we
investigate
cases
which
have
brought
to
our
attention
I.
Think
as
part
of
that
there's
a
a
range
of
measures
that
we
look
at
and
we
we
try
to
take
proportionate
action
in
relation
to
the
merits
of
individual
cases.
L
In
not
all
instances
do
we
need
to
go
down
a
formal
route.
Persuasion.
Dialogue,
engagement
with
the
offender
is
often
sufficient
to
turn
things
around
and
to
get
those
improvements.
I
accept,
though,
that
in
a
number
of
cases
there
is
resistance
to
particular
measures
that
we
want
to
see
introduced
and
I
would
always
ask
for
more
resources.
In
terms
of
enforcement,
we
have
put
in
place
additional
capacity
where
we've
had
those
resources
made
available
to
us.
L
It
is
a
challenge
when
particular
developers
or
household
holders
or
whoever
it
might
be
dig
their
heels
in
and
we
need
to
you
know,
look
at
those
cases
on
their
merits
and
and
and
the
Merit
of
taking
them
all
the
way
through
the
process.
But
equally,
given
the
council's
position,
we
do
have
to
have
one
regard
to
cost
associated
with
that
process
and
obviously
my
my
finance
colleagues
will
need
to
be
made
aware
of
those
issues
where
there
are
particular
cases.
L
D
Thank
you
for
the
Dave
that
David,
so
why
do
some
of
these
cases
and
again
I'm
trying
to
understand
from
a
procedural
Point?
What
is
the
methodology
that
your
enforcement
offic
are
going
through,
where
they
will
literally
give
a
developer
a
chance
after
chance,
after
chance,
after
chance,
after
chance
and
after
chance
before
it
gets
to
a
point
where
someone
goes
well?
D
Actually
this
person's
not
playing
ball
and
therefore
we
need
to
do
something
and
again
I'll,
come
to
the
example
and
I'm
happy
to
send
you
over
the
case
notes
as
an
example,
after
the
meeting
where,
after
four
years
of
your
planning
officers
and
legal
going,
give
them
a
chance,
give
them
a
chance,
give
them
a
chance.
The
developer
went
bust
and
now
highways
leads
is
going
to
have
to
pick
up
the
bill
for
actually
finishing
a
road
off
which
is
going
to
cost
the
council
more.
D
Do
you
have
confidence
that
you
have
that,
and
would
you
be
able
to
prevent
information
either
as
a
briefing
note
or
as
a
supplementary
item
to
this
committee,
a
later
dat
to
give
assurance
that
on
something
which
is
a
matter
of
absolute
key
priority
to
elected
members
which
I
think
it's
fair
to
say,
most
elected
members,
don't
have
confidence
in
in
general
that
there
is
actually
Assurance.
There
is
consistency
in
that.
L
Process,
thank
you.
Councelor
Ray,
well,
I,
I
I
can
give
you
assurance.
The
approach
and
methodology
is
set
out
as
part
of
our
local
enforcement
plan,
which
is
on
the
council's
website,
and
that
information
has
been
shared
with
members.
We've
also
had
briefing
sessions
and
training
sessions
with
members
on
enforcement
as
well
to
explain
what
powers
we
have
and
the
processes
that
we're
following
I'm
happy
to
to
look
at
the
case
that
you're
referring
to
and
review
the
steps
that
have
been
taken.
D
Us
and
again
D
I.
Thank
you
for
that
and
again
I
was
just
giv,
that
example,
but
I
think
you
speak
to
any
elected
member
and
they
probably
don't
have
that
Assurance
I
don't
want
to
put
words
in
elected
members,
colleagues,
but
I'm,
seeing
a
lot
of
nodding
that
there
is
not
that
Assurance
there
and
a
briefing
is
one
thing:
understanding
and
appreciating
and
understanding
the
trigger
points
is
another
and
from
a
a
perspective
of
a
structure
that
is
no.
D
We
can
put
lots
of
documents
on
things
and
we
can
do
do
x,
y
and
Zed,
but
if
there
is
inconsistency
in
how
things
have
been
doing-
and
things
were
just
to
and
I
hate
to
use
the
word-
you
know
common
sense,
because
Common
Sense
is
a
dangerous
phrase
to
the
best
of
times,
but
when
something
and
there's
multiple
cases
I'm
sure
we
all
have
in
our
own
WS,
where
you
can
just
see
that
actually
no
action
is
being
taken,
because
it's
constantly
how
long
is
a
piece
of
string
so
I
think
what
we're
asking
for.
D
We
know
you'll,
have
a
structure
in
place.
What
we're
giving
you
a
challenge
is
we
don't
feel
that
structure
is
actually
good
enough
and
that
there's
a
conversation
to
be
had
about
the
consistency
of
how
your
enforcement
practices
are
actually
being
applied
and
if
there
are
blockers
outside
of
the
service,
so
that's
legal
advice
or
that's
other
departments,
then
that
says,
there's
a
there's,
an
issue
within
the
process
over
the
piece
that
needs
to
be
looked
at,
so
it
might
not
necessarily
be
your
department,
that's
the
issue
or
your
director.
D
It
could
be
that
legal
is
resistant,
then
there's
a
conversation
to
have
with
legal.
It
could
be
that
there
are
partner
agencies
such
as
highways
leads
or
Etc
that
are
may
be
resistant
to
certain
action
being
taken
and
I.
Think
for
our
Assurance.
We
want
to
understand
where
those
buckes
in-
and
it
comes
to
a
general
point
with
this
report.
There's
lots
of
information
here
doesn't
tell
me
where
the
problems
are
and
actually
we
we
had
a
similar
conversation
at
corporate
governance
at
waer.
D
Only
last
week,
lovely
oversight
tell
us
where
the
problems
are
so
that
we
can
have
those
conversations,
and
we
can
have
assurance
that
you're
trying
to
overcome
those
problems.
Just
don't
tell
us
what's
happening,
tell
us
why
it's
happening,
because
actually
this
doesn't
really
tell
me
why
things
are
happening
in
this
report.
D
It
just
says
they're
happening,
that's
not
useful
from
a
perspective
of
actually
being
able
to
provide
the
critical
challenge
that
we're
here
to
provide,
but
whether
it's
in
this
body,
looking
at
on
a
corporate
level
or
whether
it's
probably
in
the
scrutinies
looking
at
on
the
more
procedural
level,
give
us
more
detail.
That's
not
enough
detail
for
me
to
have
proper
assurance
that
things
are
working
properly
within
your.
L
Directorate,
just
on
the
point,
councilor
Ray
and
chair
about
consistency,
I
think
what
I'd
like
to
understand
some
examples.
You
know
if,
if
outside
of
this
meeting,
you're
able
to
point
me
in
the
direction
of
where
you
feel
that
is
an
inconsistency
of
approach,
then
you
know
I
I
would
I
would
look
at
those
and
we
would
review
what
we've
done
and
why,
in
those
instances,
I
think
speaking
generally
I'm,
not
not
suggesting
there
aren't
issues
but
I
think
I
need
you
need
to
understand
the
particular
cases
to
take
that
away.
L
That's
the
first
thing,
I
think
in
terms
of
of
the
challenges
we
have
the
fundamental
challenges
we
have
is
the
very
high
case
load
that
planning
enforcement
officers
have
at
any
one
time
in
leads
there,
something
like
a
thousand
cases
which
are
ongoing
and
they
range
from
you
know:
modest
breaches
to
substantial
significant
matters
which
have
to
be
considered
and
across
the
spectrum
of
that
activity.
You
know
we
have
a
team
of
people
who
are
dependent
on
other
services
across
the
council,
as
well
as
our
own
capacity
within
within
my
service.
It
is
a
challenge.
L
It's
an
ongoing
challenge
in
resourcing
terms,
I
think
there
are
issues
about
perception
in
terms
of
how
far
people
think
planning
enforcement
can
actually
go
and
and
what
measures
are
seen
as
appropriate
at
any
particular
time.
We
can't
take
everybody
to
court
the
minute,
there's
a
modest
breach
in
the
planning
Condition.
It's
not
practical,
it's
not
realistic
and
it's
not
proportionate.
L
So
what
we
need
to
be
able
to
do
is
to
differentiate
in
terms
of
the
particular
cases
that
we're
dealing
with
and
the
local
enforcement
plan
that
I've
referred
to
already
seeks
to
set
that
out
in
terms
of
the
types
of
action
that
we
can
take,
but
in
terms
of
issues
relating
to
consistency
or
or
concern
that
there's
been
an
inconsistency,
then
I'm
happy
to
take
that
away
chair.
If,
if
some
further
information
can
be
provided,
I'd
be
happy
to
review
those
cases.
Thank
you.
C
Yeah
I
don't
want
to
labor
the
point,
but
there
does
seem
a
reluctance
to
actually
take
things
to
the
next
step
and
with
larger
developments
and
developers.
There's
this
the
word
of
mouth
that
if
the
council
start
not
doing
something,
word
will
get
out
and
that's
just
a
theory.
It's
not
an
accusation
against
any
particular
developer,
because,
like
counselor,
Ray
I've
got
cases
that
have
gone
on
for
years
and
years
and
years
and
years
with
no
action
being
taken.
So
it's
it's.
C
This
custom
and
practice
thing
about
allowing
cases
to
go
on
and
on
and
on
with
no
resolution.
But
that's
just
a
comment.
H
Thank
you,
chair
David,
yes,
I
I,
don't
want
to
labor
the
point
either,
but
I
can
give
a
couple
of
examples
in
my
own
Ward,
where,
if
action
had
been
taken
at
the
point
when
something
was
raised,
we
wouldn't
have
even
got
to
the
stage
where
enforcement
was
needed.
I've
got
two
very
good
examples.
Where
officers
had
an
opportunity
well,
several
opportunities
to
actually
prevent
something
from
happening,
which
is
now
causing
a
lot
of
enforcement
issues.
H
So
I
do
think
that
there
is
a
lack
of
action
at
you
know
at
the
right
time,
and
the
consistency
in
approach
isn't
isn't
there.
Thank.
L
Item
that
that's
fine
chair,
thank
you
I
say.
If
members
can
share
those
instances
with
me,
then
then
I
will
look
at
them
and
it's
difficult
to
speak
hypothetically
without
actually
seeing
the
detail
of
what
they
are
and
what
the
prevailing
circumstances
are.
But
it
does
come
back
to
taking
proportionate
action
at
the
right
time
within
the
capacity
and
the
resources
that
we
we
have,
but
I'll
certainly
look
at
the
cases
that
members
have
referred
to.
Thank
you,
chair.
A
Thank
you
I
know,
I
said
it
was
the
last
one
I'm
goingon
to
get
counselor
Rooks,
and
then
that
will
be
the
last
one.
Thank
you.
F
Sorry
I
didn't
realize
we
were
getting
close
to
the
end
slight
I
I
agree
with
what
ever
has
raised.
A
slight
different
topic
for
me
is
the
opaque
way
that
planning
comments
are
being
handled
now,
whether
there's
any
kind
of
comments
on
that
and
the
time
scales
for
what
might
be
happening
in
terms
of
a
review
of
that.
L
Policy,
thank
you,
chair,
I,
think
I.
Think
Council
you're,
referring
to
the
the
third
party
comments
issue.
Aren't
you
I
mean
this
isn't
hasn't
been
picked
up
in
the
reporting
period
of
this
report
chair,
so
is
it
something
you
want
me
to
comment
on
because
it's
not
in
this
reporting
period.
It
is.
It
is
a
matter
that
is
a
trial
at
the
moment
and,
and
there
is
a
scrutiny
process,
some
we'll
be
taking
a
report
to
scrutiny
early
in
the
new
year.
A
Okay,
thank
you,
I
think
what
we're
going
to
do
is
bring
that
as
a
separate
item
in
in
the
future.
Okay.
Thank
you
very
much.
Moving
on
to
item
agenda,
9
insur
annual
Assurance
report
on
decision
making
thank.
G
You
thank
you
chair,
so
this
is
the
decision-
making
fra
framework
report,
so
the
decision-
making
framework
runs
throughout
the
council's
arrangements
to
give
the
effect
and
principle
and
commitments
of
the
local
code
of
governance.
It
is
relevant
to
openness,
stake,
holder,
engagement
to
proportionate,
sustainable
and
realistic
decision-,
making
and
develop
capacity.
G
This
report
provides
the
committee
with
assurances
that
the
council
has
a
well-established
fra
decision-making
framework
and
where
a
decision
has
been
ma
taken
under
special
urgency
or
general
exception
rules,
there
is
sufficient
reason
and
authorization
for
this
action.
The
appendix
to
the
report
follows
the
cycle
of
internal
control,
the
first
Cy
stage
of
the
cycle
being
defined
in
document
where
members
will
note
that
there
are
several
rules,
protocols
and
responsibilities
relating
to
decision-
making.
G
There
have
been
no
significant
changes
this
year
following
the
arrangements
in
place
from
the
previous
year.
The
next
stage
of
the
cycle
looks
at
clearly
communicate
relating
to
how
well
the
arrangements
have
been
communicated
and
shared
with
those
with
the
decision-making
responsibilities,
looking
at
the
leadership,
advice,
guidance
and
training,
and
just
to
note
that
we
are
looking
to
improve
this
offer
in
the
coming
year
through
the
evaluation
of
the
survey
of
internal
control.
G
The
third
stage
of
the
cycle
is
effectively
embed,
which
demonstrates
the
use
of
decision
making,
framework
and
details
how
many
decisions
and
which
category
they
have
been
taken
in
the
following
stage,
is
meaningfully
Monitor,
which
shows
how
those
with
specialist
oversight
and
controls
are
evaluating
whether
the
system
is
working.
There
is
a
number
of
established
performance
indicators,
following
which,
following
a
dip
in
performance
during
the
pandemic,
we
are
noting
that
those
kpis
and
now
recovering
are
closing
are
now
close
towards
the
target.
G
For
example,
the
kpi,
the
all
key
decisions
are
published
on
the
list
of
forthcoming
decisions,
the
kpi,
sorry
key
performance
indicator
is
95%
and
in
2223
we
achieved
94.
So
we've
been
quite
close.
The
final
stage
of
the
cycle
is
review
and
refine.
We
have
continued
to
conduct
a
sample
testing
of
decisions
taken
by
officers,
making
sure
that
all
the
details
that
we
expect
to
be
included
in
the
report
are
present.
G
We
will
also
review
the
feedback
that
has
been
received
from
senior
officers
who
have
completed
the
survey
of
internal
control
and
continue
to
Benchmark
our
decision-,
making
arrangements
against
laws
with
other
local
authorities,
and
so
just
to
note
that
I
am
pleased
to
present
this
on
behalf
of
the
principal
corporate
governance
manager,
and
some
questions
may
need
to
be
taken
away
so,
and
so,
if
you
have
any
questions,
I'll
be
happy
to
try
and
answer
them.
Thank
you.
E
E
The
the
questions
are
basically
around
member
office
of
relations
and
I.
Just
wonder
how
much
our
staff
really
understand
what
members
role
is
and
how
embedded
that
is
in
the
training
that
we
corporately
offer
to
our
staff
and
how
much
I
guess
we're
just
seen
as
an
annoyance
but
yeah
I
I
just
wondered
where
whether
that
was
a
thing
and
the
next
question
also
links
to
training
the
decision-making
toolkit.
E
That's
written
written
on
here,
I,
wonder
if
that's
included
in
our
training,
as
members
I
feel
like
I,
now
am
really
clear
on
that
decision-making
tet,
but
I'm,
five
or
so
years
into
being
a
counselor
I,
don't
know
that
I
really
understood
the
sort
of
the
different
styles
of
decision
we
make
when
I
first
was
elected.
Of
course,
there
may
have
been
a
training.
E
I
was
a
little
bit
dear
in
headlights
and
then
my
final
question
is
it
talks
about
there
being
less
business
on
the
executive
board
and
I
just
wondered
why
there's
less
on
the
executive
board
at
the
moment
it?
It's
it
states
it
like
a
sort
of
that.
It's
an
obvious
thing
that
would
happen
and
I.
It's
not
obvious
to
me.
Thank.
G
You
thank
you
for
your
question
regarding
the
member
and
officer
relationship
and
the
decision-making
toolkit.
I
am
in
the
process
of
reviewing
what
training
package
we
are
offering.
So
I
will
take
your
comments
on
board
and
emphasize
those
points
within
that
training.
Th
business
on
Executive,
Board
I'm,
not
entirely
sure
about
that.
So
I
can
take
that
away,
get
an
answer
for
you
and
and
report
back.
If
that's
okay,
thank.
D
Ray
I
think
it's
is
TR,
I
think,
as
Council
biffler
said,
I
also
think
it
would
be
very
helpful.
Elected
members
understood
what
delegate
decision
making
was
and
actually
why
we
do
that
vote
at
full,
Council
and
actually
what
it
means
in
practice
and
actually
where
our
rle
as
oversight
and
decision
maker,
because
because
I
think
sometimes
there
are
perhaps
confusions
within
the
processes
as
to
who's
actually
responsible
for
making
decision
and
who's
just
responsible
for
oversight
of
that
decision-.
D
We
need
to
be
doing
more
to
embed
in
all
decision
makers,
including
elected
ones,
actually,
where
the
decision-
making
Powers
lie,
because
I
think
that
sometimes
gets
to
the
heart
of
some
of
the
challenges
between
officers
and
elected
members,
elected
members
and
maybe
not
necessarily
understanding
that
actually
a
decision
is
delegated
and
sometimes
officers,
not
understanding
that
elected
members
sometimes
have
a
duty
of
scrutiny
over
how
decisions
are
made.
So
anything
that
can
refine
that
and
actually
embed
that
proper
I.
Think
might
save
a
lot
of
aggravation,
sometimes
between
offices
and
elected
members,
in
both.
G
E
I'm
not
100%
sure
how
to
formulate
it
into
a
question,
so
it
might
just
come
as
a
comment
because
I'm
not
really
sure
what
the
question
I'm
asking
is.
But
I
was
really
surprised
that,
in
the
comparison
of
the
volume
of
significant
operational
decisions
that
have
been
published,
that
adults
and
health
has
more
in
this
year
than
during
coid,
which
I
would
have
expected
to
have
been
in
that
particular
directorate.
A
relatively
High
number,
given
all
the
care
home
related
stuff.
G
That,
yes,
thank
you.
I
did
note
that
there
was
a
quite
an
increase
in
the
adult
social
care.
Significant
operational
decisions.
I
can
I,
can
go
away
and
give
you
a
proper
breakdown
as
to
what
those
decisions
were.
I
I've
noted
that
there'
have
been
an
increase
in
the
high
value
care
packages
that
we
offer,
and
that
has
in
that
was
like
70
of
those
decisions.
So
I
can
give
you
a
proper
rate
down
of
what
those
numbers
entail.
After
out
this
meeting,
if
you.
E
Like
yeah,
thank
you
that
makes
sense
I
guess
I
was
expecting
it
to
look
more
like
the
public
health
graph.
Thank.
A
You
thank
you
any
more
questions
regarding
that.
Okay,
thank
you.
Just
going
back
to
item
agenda
nine
on
the
annual
annual
Assurance
report
on
plan
and
regulation,
I
just
wanted
to
make
sure
that
members
are
okay
with
the
recommendation
set
out
in
the
report
and
there
I
missed
it
on
the
end.
Yeah
we're
happy
with
that.
Okay!
Thank
you.
So
we're
going
to
move
on
to
item
agenda
10
the
internal
audit
and
update
report.
So
are
we
okay
with
the
recommendations
but
brilliant?
Okay,
we're
gonna
move
on
to
agenda
item
10?
A
B
You
morning
everyone
so
yes,
this
is
our
update
report
on
the
work
undertaken
between
April
and
the
end
of
August
this
year.
So
there
is
some
crossover
there
in
the
content
between
information
that
I
will
have
presented
in
the
annual
report
at
the
end
of
July,
and
obviously
the
period
has
continued
somewhat.
B
There
you'll
recall
in
July
that
I
mentioned
that
the
team
had
been
undergoing
a
restructure
so
again,
the
period
that
we
cover
here
covers
part
of
that
and
I
think
the
fact
that
we
have
got
up
to
27
reports
issued
in
the
period
as
a
testament
to
how
well
again
the
team
have
adjusted
over
the
course
of
that
period.
B
So
the
table
you
will
see
in
appendix
a
goes
through
the
list
of
reports
that
we've
issued
during
that
period,
notable
on
there
that
there
are
some
where
we've
given
a
limited,
Assurance
opinion
and
again
I
think
it
is
worthwhile
noting
that
that
that
does
reinforce
the
success
in
many
respects
of
our
audit
planning
process,
because
we
deliberately
and
intentionally
direct
our
Focus
towards
the
areas
where
we
feel
there
will
be
the
opportunities
to
add
value.
There.
B
There's
been
positive
responses
from
management
across
those
areas
again
in
terms
of
agreeing
the
recommendations
within
those
and
as
of
all
limited
Assurance
reports,
they
are
subject
to
a
followup.
B
So
not
only
do
the
recommendations
go
on
to
the
trackers,
but
we
will
directly
be
following
up
in
those
areas
as
well
to
check
back
on
progress,
moving
on
to
recommendation
tracking
itself,
obviously
a
huge
area
of
focus
for
the
committee,
so
we
have
now
tried
to
present
the
information
a
little
differently
and
a
little
bit
more
intuitively
in
terms
of
the
outstanding
recommendations,
so
there's
an
increased
level
of
openness
there,
which
I
hope
helps
yourselves
in
understanding
the
spread
of
recommendations
there
so
going
on
to
is
it
page
88
there
there's
a
detailed
table
across
directores
around
the
detail
of
the
open
recommendations.
B
Now,
certainly
just
over
half
of
those
I
feel
are
either
implemented.
Sorry,
either
not
due
yet
or
are
only
a
small
amount
of
time
overdue,
but
it
does
leave
a
volume
of
recommendations
as
well
in
that
six
months
onwards,
period,
which
obviously
do
require
attention,
and
we
have
been
looking
specifically
into
those
During
the
period.
So
I
don't
want
to
go
into
specific
details
on
recommendations
here,
but
there
are
circumstances
around
those
which
think
our
tracking
Pro
process
at
the
moment
doesn't
quite
capture
in
terms
of
understanding
the
extenuating
circumstances
there.
B
B
Yet
that
said,
it
is
a
moving
picture
all
the
time
and
just
as
as
recently
as
last
week,
you
will
see
the
figures
for
communities,
environment
and
H
and
housing
where
there
are
eight
recommendations
over
due
the
six
months
that
immediately
comes
down
by
five
following
a
check-in
with
the
auditing
Department
who
hadn't
updated
the
tracker,
but
they
have
given
reassurance
to
us
there
that
those
recommendations
have
been
implemented
and
in
fact
that
is
an
area
they
subject
to
a
follow-up
audit
as
well,
so
we'll
be
testing
the
progress
ourselves
there
and
I'd
just
like
to
members
attention
to
one
error
in
the
figures
there
on
the
top
line,
Children
and
Families,
where
it
states
there
are
eight
recommendations
in
the
6
to
12
months
period.
B
B
Embedding
and
like
I
say,
the
information
that's
captured
on
The
Trackers
will
continue
to
be
helpful
to
us
in
in
C
capturing
some
of
those
circumstances
where
there
are
challenges,
and
it
is
also
bolstered
by
our
follow-up
audit
process
for
the
particularly
risky
areas
where
there
are
the
limited
opinions
as
well,
so
that
action
to
REM
improve
the
recommendation.
Tracking
is
also
reflected
in
our
quality
assurance
Improvement
program,
which
is
covered
in
appendix
B.
B
You'll,
see
that
our
feedback
from
the
customer
satisfaction
questionnaires
has
been
good,
During
the
period
and
again
very
proud
of
the
way
that
the
team
performed
and
the
team
have
adjusted
during
that
time
frame.
The
final
new
piece
of
information
that
that
we
presented
here
is
the
last
table
on
page
102,
around
plan
completion
and
I
know.
This
is
an
area
that
members
have
pushed
us
on
for
transparent
information
in
past
meetings
as
well.
B
So
this
goes
through
the
volume
of
planned
assignments
across
each
Assurance
area,
the
amount
that
was
completed,
the
amount
in
progress
and
the
amount
that
that
we've
got
yet
to
start.
I
would
like
to
again
reiterate
in
the
context
of
that
information,
that
the
audit
year
does
roll
a
little
bit
towards
the
completion
of
that
annual
opinion.
So
much
of
the
time
around
this
update
has
been
spent
completing
the
work
from
the
previous
year's
plan.
B
That
said,
we
have
convened
as
a
team
and
we're
confident
that
our
plan
for
completing
the
audits
that
are
outstanding
this
year
is
robust
and
that
we
have
got
the
resource
available
to
do
that.
So
hopefully
that
information
will
be
valuable
again
over
the
course
of
time.
B
As
we
come
back
to
the
committee
future
updates
to
show
again
the
amount
that
have
been
completed
and
where
we
are
as
we
prioritize
which
jobs
need
to
be
done
and
when
so,
that's
the
completion
of
my
presentation
on
that
and
again
we'll
do
the
best
that
I
can
to
answer
any
questions
that
members.
A
Have
thank
you,
Jonathan
councelor,
f,.
M
Thank
you
very
much
chair
further
to
reading
this
report.
I
was
going
through
on
appendix
one
point:
4.4
looking
at
the
table
on
page
81
in
relation
to
SC
out
of
area
placements,
followup
and
I
just
wanted
to
ask,
given
the
fact
that,
already
by
month,
four,
we
are
projecting
an
overspend
that
is
more
than
double
than
what
was
budgeted
for
at
more
than
14.8
14.6
million
pounds
times.
Two.
Do
you
mind
me
asking?
M
B
Thank
you,
Council
F.
Obviously,
the
point
that
you
made
there
is
significant
in
terms
of
the
budget
and
the
overall
position
there,
but
I
think
it's
important
to
realize
that
the
the
audits
that
we
will
undertake
in
this
area,
particularly
with
this
one,
where
it
has
been
a
followup
with
relation
to
weaknesses
that
had
previously
been
identified,
will
not
simply
be
kind
of
influenced
by
the
budget
position
but
by
the
control
environment
within
that.
B
So
the
particular
area
of
focus
here
for
those
outp
placements
had
been
around
the
payment,
auth
checking
and
authorization
process.
So,
whilst
I
appreciate
your
point
that
the
budget
overspend
will
always
have
an
impact,
the
opinion
that
we've
given
here
is
particularly
around
those.
We
weaknesses
that
that
we'
identified
in
the
previous
reviews
that
we've
done
so
we
have
been
able
to
see
that
there
are
significantly
improved
processes
in
place.
B
The
reason
it's
acceptable
really
is
because
they
haven't
fully
had
the
time
to
embed
yet,
but
but
it's
around
the
the
area
of
focus
really
so
yes,
I
mean
nobody
can
get
away
from
the
fact
of
how
important
the
council's
budget
position
is.
But
the
specific
focus
of
this
review
was
around
an
area
of
weakness
that
we'd
identified
in
the
past,
and
that
is
what
what
that
opinion
relates.
E
Thanks
chair
in
on
page
88
with
the
table,
I
wonder
if
it
would
be
possible
to
have
a
total
column
in
between
the
recommendations
where
it's
been
missed
and
total
open
recommendations.
Just
so,
we
can
see
how
many
out
of
date,
I
mean
I
just
did
the
math,
but
it
would
be
nice
if
I
didn't
have
to
in
terms
of
the
specifics.
E
So
adults
and
health
was
our
or
one
of
the
limited
and
moderate
with
debt
recovery
and
then
there's
a
bunch
of
out
ofd
recommendations
there
and
I
just
wanted
to
check.
Are
they
are
those
out
ofd
recommendations
relating
to
a
moderate
risk?
I,
don't
know
whether
that's
information
that
can
be
given
here
at
this
point.
B
But
okay,
so,
first
of
all
on
the
presentation
of
the
information
very
happy
to
take
on
that
point.
This
is
the
first
stab
at
trying
to
present
the
recommendation
in
that
more
intuitive
way.
So
we
will
U
we'll
take
that
on
board
and
come
back
with
that.
One.
The
adults
and
health
I
would
have
to
check
on
those
The
information
I'
collected
together,
specifically
focused
on
the
ones
that
are
more
significantly
out
of
date
in
the
time
period.
B
I
believe
that
that
relates
to
another
area,
but
I'd
have
to
come
back
to
you
on
the
specific
area
that
that
one
relates
to
reason.
I
say
that
is
because,
if
it
related
to
the
area
that
we
have
followed
up
here,
it
kind
of
get
superseded
in
the
tracking
process
by
that.
So
those
recommendations
will
have
been
agreed
very
very
recently
in
that
period
and
we
be
more
in
the
not
due
yet.
E
Area,
thank
you.
I
also
wonder
with
there
being
so
many
recommendations
that
are
out
of
date
or
where
the
target
dates
be
missed
within
schools,
whether
actually
our
targeting
and
our
recommendations
are
fit
for
purpose.
We
know
the
situation.
Schools
are
in
and
actually
I
wonder
whether
there
is
some
work
to
be
done
around
kind
of
pulling
back
and
seeing
actually
is
there
an
e,
maybe
not
easier,
but
a
more
efficient
way
that
we
can
get
the
same
outcome
with
recommendations
that
are
that
are
effective.
E
The
EHC
plans,
I
thought
it
was
really
good.
The
the
amendments
that
have
been
made
to
the
way
that
they're
being
dealt
with
and
I
just
wondered
whether
I
could
request
that
it
be
brought
back
because
it's
you
guys
are
sitting
on
the
board,
that's
getting
the
reports,
but
it
would
be
helpful
to
us
because
they're
such
an
incredibly
important
part
of
what
we
deliver
to
hear
those
here
again
and
then.
E
Finally,
just
on
the-
and
it
was
mentioned
again
in
your
presentation-
the
fact
that
at
the
beginning
of
the
year
we're
catching
up
last
years's.
Are
we
getting
later
catching
up
last
year?
Each
year,
or
is
it
a
case
that
we're
just
always
a
bit
behind
and
we
could
have
a
shortterm
I
I
mean
I.
Imagine
there
aren't
agency
Auditors,
but
something
similar
in
terms
of
just
give
it
a
boost,
so
we
can
get
back
on
track
to
then
stay
on
track
in
years
going
forward.
Thank
you.
B
So
I'll
take
those
in
turn,
so,
first
of
all
on
the
schools.
One,
where
agree
is
that
that
higher
volume
of
those
recommendations
that
have
been
outstanding
for
a
long
period.
Those
actually
only
relate
to
two
specific
audits,
where
I
think
the
difficulty
with
scores.
Sometimes
that
differs
I.
Think
from
the
rest
of
the
tracker
is
that
whilst
the
rest
of
the
trackers
can
be
opened
up
to
officers,
Across
The
Authority
for
updating,
we
actually
have
to
check
and
update
the
schores
ones
ourselves
because
of
access
restrictions
there.
B
So
I
think
it's
been
difficult,
particularly
again
over
this
period
for
us
to
get
the
the
most
upto-date
progress
updates
not
withstanding
the
fact
that
there
had
been
recorded
as
progress
being
made
previously,
but
the
reassuring
thing
for
you
there
is
that
those
two
audits
are
both
on
our
follow-up
schedule.
I
think
one
is
due
to
start
ENT
ly.
B
Actually,
so
they
will
come
through
or
the
updates
on
progress,
and
those
will
come
through
for
yourselves
in
the
update
report
process
anyway,
but
on
the
I
guess
how
fit
for
purpose
our
Target
date.
Setting
process
is
it's
something
that
we
continually
reflect
on
and
this
again
shines
a
light
on
areas
where
of
the
best
will
in
the
world.
B
Actions
are
agreed
at
a
point
in
time
and
then
there
are
factors
which
affect
the
ability
to
implement
that
we
always
do
need
to
reflect
on
that,
but
we
always
try
to
agree
those
targets
with
the
buyin
from
management,
not
understanding
the
fact
that
things
can
change
thereafter.
The
the
positive
here
is
that
this
recommendation,
tracking
information
gives
us
such
intelligence
over
that
which
is
so
much
better
than
what
we'd
had
in
the
past.
So
we're
able
to
review
and
improve
that
area
consistently.
B
The
point
you
rais
around
the
Education
Health
and
Care
plans.
This
is
something
that
I
think
is
subject
to
a
scrutiny
in
iry
at
the
moment.
So
I
think
it's
important
that
we
let
that
inquiry
on
its
course,
but
certainly
know
your
comments
there
without
doubt.
And
can
you
just
remind
me
on
the
final
question
there.
B
So
yeah
understood
actually,
on
the
contrary,
there
we're
trying
to
bring
it
back,
I
think
at
the
start
of
the
coid
pandemic,
we
pushed
back
our
annual
reporting
deadlines
to
more
like
the
November
period.
Traditionally,
the
annual
report
has
always
gone
in
July,
so
we've
tried
to
bring
that
back
and
that
kind
of
rolling
delivery
of
the
plan,
if
you
like,
is,
is
Not
Unusual,
not
uncommon,
I
mean
we.
B
We
discuss
plan
completion,
not
just
in
this
Authority,
but
we
discuss
it
with
our
partner
and
Authorities
on
a
regular
basis
to
understand
the
arrangements
that
they
have
in
place
for
delivering
the
plan
and
I
think
the
position
that
we're
in
with
that
kind
of
overlap
there
between
the
ear
ends.
It's
quite
common
for
an
audit
function
in
terms
of
the
abilities
to
bring
in
agency
Auditors
I
mean
we.
B
We
do
have
the
support
where
we
need
to,
if,
if
it
was
to
be
a
situation
where
we'd
identified
that
our
resource
was
diminished
to
the
point
where
we
needed
to
look
at
that
as
a
as
an
emergency
option,
because
this
is
a
statutary
service.
B
Obviously,
but
at
the
moment
as
I
say,
we've
been
through
what
I
would
describe
as
a
rigorous
planning
process
with
our
two
senior
audit
managers
and
our
head
of
Finance
internal
audit
and
I
am
confident
with
the
resource
that
we
have
to
deliver
the
plan
over
the
course
of
of
the
year,
and
these
update
reports
will
continue
to
give
you
the
opportunity
to
review
our
progress
and
to
challenge
that.
As
you.
D
Thank
you
chair.
Thank
you,
Johan,
just
just
a
question
relation
to
the
the
table
in
appendix
a
where
it's
of
recommendations
overdue
and
and
the
table
in
appendix
B
about
the
Assurance
block.
D
Now
it
and
information
governance
on
the
insurance
blocks,
there's
there's
free
reports,
overdue
Etc,
but
thinking
about
all
the
other
Assurance
block
areas,
how
many
of
those
in
terms
of
actually
in
terms
of
their
recommendations
that
appear
in
appendix
a
are
highly
dependent
on
work
happening
from
our
it
colleagues
as
part
of
the
cor
business
transformation.
So,
though,
so,
though,
the
may
only
be
very
specific
recommendations
to
ICT
and
information
governance.
How
much
of
all
the
other
work?
D
That's
overdue,
as
it
were
in
terms
of
implementing
those
recommendations
in
the
other
directorates,
is
actually
highly
riant
on
our
colleagues
in
ICT
and
information
governance,
doing
their
job
and
therefore
actual
issues
within
that
area.
Bearing
in
mind
some
of
your
Assurance
block
hasn't
started
yet
work
within
I
and
information.
Governments
is
delaying
that
Core
Business
transformation
and
the
implementation
of
the
insurance.
B
Recommendations:
okay,
thank
thanks
for
the
question
there.
I
can't
quote
a
specific
figure
to
you
there,
but
certainly
Core
Business
transformation.
Obviously
it's
a
huge
program
for
the
council
at
the
moment,
and
you
are
right
that,
certainly,
if
you
look
at
the
finance
and
key
financial
systems
area
where
there
are
overdue
recommendations,
some
of
those
are
reliant
on
the
implementation
of
the
new
Financial
system
to
fully
address
the
issue.
B
That
said,
in
those
circumstances
again
through
the
progress
updates
that
we
give-
and
this
information
doesn't
quite
come
through
strongly
enough-
there
are
kind
of
interim
steps
and
interim
measures
that
are
taken
to
address
the
control
in
terms
of
core
Core
Business
transformation
and
the
implementation
of
that
I'd
be
love
to
say
that
it
is
purely
kind
of
the
responsibility
of
our
colleagues
in
in
it
for
the
Implement.
That's
very
much
a
shared
responsibility
with
significant
oversight
all
over
the
authority
in
what
we
do
in
there.
B
But
but
it's
a
valid
point
that
certainly
there
is
a
proportion
of
those
recommendations
that
will
be
relying
particularly
on
core
Core
Business
transformation
to
fully
close
off
the
issue,
and
it's
something
that
I
can
go
and
look
at
in
terms
of
across
the
piece
in
terms
of
systems
based,
Reliance
and
and
the
amount
that
our
Reliance
on
that,
and
it
may
be
that
we
look
at
some
point
at
themes.
If
you
like
around
why
recommendations
are
overdue
and
it
is
it
it's
kind
of
an
ongoing
step.
D
Yeah
I
think
that'd
be
very
useful
because
obiously
it'll
then
help
us
have
Assurance.
Actually.
Is
it
something
within
that
particular
directorate?
Is
it
something
that's
actually,
as
you
say,
systematic
across
the
piece
because
then
and
then
that
all
then
hopefully
maybe
informed
conversations
that
happen
in
other
boards
and
committees
across
the
council
in
terms
of
actually
senior
political
decision-
making
senior
corporate
decision-
making
the
ACT?
J
Thank
you
chair.
Firstly,
I
want
to
say
another
thank
you
to
the
internal
audit
team
for
acting
on
the
builds
that
the
committee's
brought
to
them
around
action
tracking.
Around
audit
plan
delivery,
Etc
I
think
sometimes
we've
got
to
be
careful.
What
we
wish
for,
because
to
more
information,
provides
more
questions,
but
that's
healthy,
that's
good,
so
I'
I'd
wrote
down
I
think
I
haven't
got
any
questions.
J
I
want
it
to
be
noted
that
I'm
really
pleased
that
the
questions
that
the
committee
is
Raising
now
is
on
the
back
of
the
more
detailed
information
that
the
internal
audit
functions.
Providing
and
I
want
to
say.
Thank
you
and
well.
A
C
A
F
A
Fine
right
can
we
go
on
to
an
the
annual
governance
statement.
Please
thank
you.
G
Jonathan
thank
you
chair
and
so
following
the
interim
annual
governance
statement
that
was
presented
at
the
July
meeting.
This
is
the
final
annual
governance
statement
being
brought
to
committee
following
a
period
of
public
deposit
and
so
just
to
confirm
that
whilst
it
was
on
public
deposit,
there
was
no
questions
or
comments
raised
by
the
public
during
that
period.
G
So
the
annual
government
statement
has
been
updated
to
address
the
progress
of
those
actions
that
were
nearing
their
original
deadlines
and
also
include
the
action
plan
for
2324,
which
was
endorsed
by
the
corporate
leadership
team,
and
so
the
committee
asked
to
approve
the
final
annual
governance
statement
which
will
be
published
with
the
accounts
in
due
course.
So,
as
I
previously
stated,
I'm
pleased
to
present
this
on
behalf
of
the
principal
governor
governance
manager,
I
will
try
and
address
any
questions,
but
there
may
be
some
that
I
may
need
to
take
away.
G
E
Chatty
today
aren't
I
apologies
for
that
on
page
122,
there's
a
there's,
a
diagram
and
one
of
the
bullet
points.
It
says
best
in
breed,
in
quote,
marks
which
I'm
not
100%
sure
what
it
means,
which
therefore
means
it's
probably
not
got
too
much
value
in
being
a
thing.
I
guess
it's
something
related
to
being
great,
but
yeah
I'm,
not
sure
of
the
I'm.
Not
sure
of
the
wording
of
that
is
is
is
where
to
go.
Thank.
G
You
thank
you.
Councelor,
yes,
I
I
I
do
agree.
I'll
have
a
look
at
that
and
and
re
reword
it.
Thank
you.
Fabulous.
I
Thank
thank
you
very
much
chair.
It
was
just
to
make
the
point
that
this
document
is
essentially
still
a
live
document
until
such
time
as
the
2223
accounts
are
signed
off.
I
So
you
know
on
the
plan
time
scale
that's
likely
to
be
well,
it
will
be
in
the
New
Year
chair,
so
obviously
I
know
this
is
for
approval
today,
but
in
essence,
given
that
it
sits
alongside
the
the
accounts
that
it
for
the
period
it
relates
to,
there
could
be
the
potential
for
this
document
to
be
updated
for
any
material
changes
between
now
and
say,
March
Easter
time
next
year.
Chair
thank.
A
G
Plan,
thank
you.
So
this
is
the
item
regarding
the
work
plan
for
the
committee
going
forward
for
the
rest
of
the
year.
Just
to
note
a
couple
of
amendments,
so
we've
have
to
shimmy
around
the
agenda
slightly
to
accommodate
Gran
Thornton's
reports
later
in
the
year.
The
annual
Assurance
report
for
procurement
was
due
at
this
committee,
but
that's
been
moved
forward
to
November
and
the
counter
fraud
and
Corruption
update
report
will
be
moved
from
November
to
February.
So
just
to
note
those
amendments
and
then
that's
it.
Thank.
M
Thank
you
CH.
You,
you
very
kindly
mentioned
about
further
to
council,
har
Brook's
point
about
planning
comments,
and
also
generally,
the
governance
of,
and
transparency
of
it
can
I
just
ask
in
what
sort
of
format
and
when
we
expect
that
to
be
coming
to
the
board.
Thank.
B
Meeting,
oh
to
address
the
specific
queries
that
you'd
raised
during
the
planning
report:
okay,
D,
David's,
obviously
vacated
now,
but
it'll-
be
for
David
to
take
away,
obviously
come
up
in
matters
of
rising
at
the
next
meeting
around
any
further
assurances.
So
whether
that
actually
forms
another
report,
I
mean
planning
has
tended
to
be
on
cycle
annually
with
the
committee
or
often
in
these
circumstances.
B
Council
of
Earth,
where
a
report
generates
a
series
of
questions
or
recurring
issues
in
that
that
update
will
then
come
to
members
outside
of
the
meeting
for
the
review.
So
I'll
catch
up
with
David
the
chief
planning
officer
around
that
to
determine
how
we
how
we
take
on
and
whether
it
is
a
case
of
needing
to
timetable,
a
followup
report
to
the
whole
committee
or
whether,
obviously,
some
of
the
issues
that
I
think
David
will
be
picking
up,
are
reliant
on
members
as
well.
D
Yes,
just
a
a
broad
comment
on
the
just:
the
forward
work
prr
the
agendas-
some
of
these
are
obviously
perennial.
They
have
to
come
back
every
year,
Finance
Etc,
but
bearing
in
mind
obviously
scope
and
the
complexity
of
the
Council
and
the
limited
time
we
have
in
these
meetings.
D
D
These
agendas
are
looking
very
static
year
on
year
and
actually
are
we
giving
the
depth
to
the
key
Focus
areas
that
the
committee
wants
to
focus
on,
because,
ultimately,
the
these
agendas
should
be
committee
L,
not
necessarily
what
would
look
good
as
a
as
a
regular
report
back
and
I'm
wondering
if
we've
looked
at
some
of
those
recommendations
from
peer
review
in
terms
of
of
colleagues
in
other
audit
authorities
around
actually
having
a
more
focused
agenda,
specifically
on
areas
of
key
concern.
G
M
H
Oh,
thank
you.
Third
Time,
Lucky
I
just
wondered
with
the
with
the
review
on
the
sen
currently
taking
place.
Will
a
report
come
back
here
for
us
to
audit
that
I
know
it
will
go
to
Children
and
Families,
but
but
will
we
get
a
chance
to
to
look
at
that
here
as
well?
Please
I
think
there'll
be
some
process
changes.
Perhaps
so
it
might
be
worth.
B
We
would
always
send
to
allow
the
existing
inquir
to
kind
of
run
its
course
with
something
like
that,
but
we
keep
an
eye
on
what
the
developments
are
and
then,
as
I
say,
as
we
formulate
the
work
program.
That's
an
opportunity
for
us,
then,
as
a
committee
really
to
take
a
judgment.
B
Call
on
the
area
where
the
committee
may
want
to
look
at
the
arrangements,
but
I
think
the
emphasis
at
the
moment
needs
to
be
on
allowing
the
inquiry
to,
and
the
kind
of
report
to
to
run
its
course
in
the
area
that
it
is
so
was
to
avoid
any
duplication
of
effort.
If
you
like.
B
Eventually,
and
and
again,
I
think
we
can.
We
can
look
at
that
in
the
context
of
the
entire
work
program
at
that
point
in
time,.
A
Ch.
Okay,
thank
you.
Are
there
any
further
questions
or
comments?
Okay,
are
we
happy
to
consider
the
work
plan
and
and
the
and
the
Amendments
y
y?
Okay?
Thank
you
very
much.
Well,
that's
the
end
of
the
meeting
the
next
meeting
is
on
is
on
Monday
at
10:30
on
the
27th
of
November.
Thank
you
very
much.
Thank.