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A
Good
afternoon
everyone,
my
name's
helen
gray
and
I'll,
be
clarking.
This
afternoon
we
have
the
first
item
of
business.
That's
slightly
different.
Today,
unfortunately,
councilmaxi
has
submitted
her
apologies
today
and
council
walsh
has
been
nominated
as
her
substitute
and
also
as
chair
of
the
meeting.
So
the
first
action
of
the
committee
today
is
to
elect
a
chair,
and
I'm
hoping
that
you
support
council
walsh
nomination
as
chair
today.
A
Apologies
chair,
so,
if
I
just
run
through
the
standard
gender
items,
so
under
item
number
one,
there
are
no
appeals
against
refusal
of
inspection
of
documents.
Item
two
there's
no
exempt
information
contained
within
the
agenda
today.
Item
three:
there
are
no
late
items
of
business
or
supplementary
items.
Added
to
the
agenda
item
four,
could
I
ask
members
to
make
any
declarations
of
interest?
Please.
B
Good
good
good
afternoon,
folks,
thanks
for
supporting
this
chat,
I
feel
somewhat
like
the
substitute
science
teacher
in
a
geography
lesson,
so
I've
been
usually
on
on
planning
and
climate
and
things.
So
please,
please
be
gentle
with
me
this
afternoon.
We've
got
quite
a
what
looks
like
quite
a
busy
agenda,
so,
let's
move
straight
through
to
and
if
counseling,
if
you
could,
please
put
your
device
to
silent.
That
would
be
really
great.
B
I
understand
colleagues,
I've
got
somewhat
truncated
availability,
so
if
we
move
swiftly
through
items,
I
think
that'd
be
really
helpful.
So
possibly
we
do.
We
always
in
two
introductions
on
this
committee.
So
we'll
just
go
around
to
my
left,
so
justine
wonders
and
I'm
counseling
walsh.
I
had
union
high
power
award.
A
B
Great
thanks
very
much
everybody
for
those
introductions.
I
just
hope:
there's
not
a
test
on
everyone's
names
later,
because
I'm
probably
not
going
to
remember
all
of
you
there's
quite
a
few
people
in
the
room.
So
in
that
case,
let's
move
to
item
five,
the
minutes
so,
okay,
how
do
you
normally
do
minutes
on
this
committee?.
B
Okie
dokie,
so,
okay,
so
minutes
item
five
page
as
seven
to
sixteen.
Has
anyone
got
any
points
to
make
on
the
minutes?
I'm
not
gonna
intend
to
go
through
them
page
by
page,
but
are
they
a
true
record?
Then
remembers
content
yep?
Okay,
then
that's
another
nodes
around
the
room,
fantastic
okay
matters
arising.
Please.
C
So
masters
derivatives
just
two
minutes
to
update
minute
69
the
data
protection
officer
is
one
of
the
last
things
she
did
before
she
left
the
authority
was
to
circulate
the
benchmarking
data
on
the
7th
of
february,
so
members
should
all
have
had
that
and
minute
71,
which
was
the
statement
of
accounts
and
audit.
We've
got
grant
thornton
some
representatives
to
give
an
update.
L
Thanks
I'll
kick
off
chair
for
me,
so
the
the
audit
does
remain
ongoing.
At
present,
we've
received
some
of
the
information
that
was
outstanding.
I
was
at
the
last
committee
and
we're
currently
working
through
that
as
much
as
possible
that
we
can
do
by
the
end
of
april,
but
we've
had
to
obviously
plan
our
other
audits
in
this
in
this
period
and
our
nhs
ones
in
particular.
L
There
are
certain
aspects
of
information
that
remain
outstanding,
which
we
will
need
in
order
to
conclude
the
audit
paminda,
and
I
had
a
very
good
conversation
with
victoria
this
morning.
The
plan
is
to
ensure
that
that
outstanding
information
is
with
us
by
the
week
commencing
27th
of
june
after
we
finished
our
nhs
audits
so
that
we
can
work
through
that
information
in
june
with
a
view
to
concluding
the
audit
by
the
end
of
july.
L
L
There's
been
an
issue
highlighted
by
the
regulator
that,
as
a
sector,
local
authorities
may
not
have
been
accounting
for
that
appropriately
and
external
auditors
as
a
sector,
perhaps
not
focusing
on
that
particular
area
in
as
much
detail
as
perhaps
they
should
have
done.
So.
That's
leading
now
to
a
number
of
local
authority,
finance
teams
and
external
auditors
having
to
do
quite
a
bit
of
work
around
getting
to
a
position
where
we
are
comfortable
in
terms
of
the
accounting
for
infrastructure
assets
and
there's
quite
big
numbers
involved
here.
L
If
you
look
on
the
the
council's
balance
sheet,
so
I
suppose
that's
an
overarching
position
of
where
we're
at
I
don't
know
if
there's
anything
either
faminda
or
victoria
might
wish
to
add
to
that.
Okay.
B
Thanks
for
that,
do
any
members
have
any
questions
on
that
update
matters
arising?
No
okay,
then,
in
that
case
we
will
move
on
to
item
six.
Then
the
annual
insurance
report
and
customer
contact
so
again
sonia.
Thank
you.
J
Thank
you.
Yes,
this
is
the
annual
report
on
customer
contact
and
satisfaction
for
2021.
J
The
report
focuses
on
the
arrangements
in
place
for
customers
that
may
access
services
through
the
council's
website,
through
the
contact
centre
and
through
face-to-face
services.
It
also
sets
out
the
central
arrangements
for
complements
and
complaints.
The
report
concludes
that
the
arrangements
in
place
are
fit
for
purpose.
Appropriate
policies,
principles,
standards
and
procedures
are
in
place
to
define
the
control
environment
for
customer
contact,
and
there
are
appropriate
groups
for
monitoring,
oversight
and
accountability.
I
will
just
pull
out
a
few
key
points
from
the
report
for
members
attention:
firstly,
a
face-to-face
services.
J
J
During
the
year
new
community
hub
developments
have
been
completed
and
some
are
planned.
There
was
a
review
of
community
hub
and
library
opening
hours
and
some
community
hub
sites
were
used
as
vaccination
venues
during
the
year.
There
have
been
a
number
of
changes
due
to
covid
that
the
service
will
seek
to
embed
long
term.
They
include
the
use
of
phone
and
video
appointments
for
customers
in
terms
of
the
contact
center.
That's
the
first
point
of
contact
for
many
of
our
customers
who
have
a
query
or
require
a
service
from
the
council
during
2021.
J
J
The
answer
rate
for
telephone
calls
within
the
contact
centre
during
21
reduced
compared
to
2020
and
the
average
length
of
time
for
a
call
to
be
answered,
has
increased
and
we've
set
out
the
the
reasons
in
the
report
for
that.
But
I
did
want
to
assure
members
of
the
work
that's
happening
to
to
respond
to
that.
J
We're
increasing
our
staffing
numbers,
we're
working
with
service
areas
to
identify
and
address
root,
causes
for
contact
and
we're
working
with
ids
and
service
areas
to
improve
digital
options
that
customers
have
so
they
can
self-serve
at
their
own
convenience.
J
We're
also
working
with
colleagues
in
the
digital
inclusion
service
to
improve
the
ability
for
customers
to
access
our
services
easily
in
a
way
that
best
suits
their
circumstances
and
not
all
of
our
customers
will
be
able
to
transact
with
the
council
online
and
some
custom.
Some
contact
is
dealt
with
better
face
to
face
or
over
the
telephone,
and
so
alternative
non-digital
options
will
will
always
remain
available.
J
In
terms
of
customer
satisfaction,
the
contact
centre
launched
a
new
satisfaction
survey
in
january
2022,
and
that
is
outside
of
the
period
of
assurance
for
this
report,
but
I
did
want
to
include
the
scores
for
the
month
of
january
to
provide
an
indication
of
satisfaction
levels.
The
feedback
is
really
important
for
us.
We
use
it
for
our
quality
assurance
purposes
for
individual
coaching
and
training,
but
also
more
widely.
J
For
example,
the
scores
show
that
their
scope
to
improve
the
availability
and
accessibility
of
some
of
the
information
on
the
web,
so
there's
a
program
of
work.
That's
focusing
on
that
area.
Complaint
volumes
increased
during
2021
compared
to
2020
by
around
a
quarter
both
at
stage
one
and
stage
two
complaint
volumes
decreased
in
2020.
J
Common
areas
of
complaint
and
actions
taken
to
improve
by
directorate
are
in
the
report.
So
members
are
asked
to
note
the
assurances
provided
in
the
report
please
and
the
plans
in
place
to
improve
the
arrangements
and
the
customer
experience.
Overall.
Before
I
ask
for
questions,
I
will
just
say
at
this
point
that
my
colleague
from
face-to-face
services
is
unable
to
attend.
His
poorly
is
tested
positive.
J
So
if
there
are
any
questions
around
face
to
face,
I
will
need
to
note
those
down
and
and
ask
for
a
response
to
be
arranged
and
circulated
after
the
meeting.
Thank
you,
chair.
B
Yeah.
Thank
you
very
much
for
the
report
got
any
questions
counseling
with
the
counselor
as
well.
D
It's
better
tuition
to
raise
it
on
relation
to
telephone
contact,
which
is,
to
my
mind,
one
of
our
areas
of
weakness,
where
improvements
necessary
and
the
first
of
two
examples
is
a
person
in
a
fairly
junior
grade
at
work
who
was
restricted
to
phoning
in
their
tea
break,
so
they
can't
just
phone
any
old
time
in
the
morning.
They
have
a
narrow
wind
of
opportunity
to
make
contact
very
commonly
about
housing
repairs
where
particular
problems
with
the
contractor.
D
I
think
in
this
respect
and
if
the
poor
person
doesn't
get
through,
they
they
face
even
financial
losses
and
to
have
to
take
extra
time
off
work
and
and
so
forth.
I'm
looking
at
the
times
on
page
30,
which
give
the
response
time
and
it's
not
good
enough-
is
it
I
mean
basically
it's
something
we
need
to
improve
dramatically
61
seconds
to
answer
average
contact
time.
D
It's
really
quite
a
long.
Ten
minutes,
it's
not
good,
but
it's
the
average.
So
I
must
I
I'm
shocked
by
by
these
well
these
figures
on
page
30,
but
I
do
want
to
say
that.
Well,
we
just
need
to
improve
there
and
we
need
to
be
more
realistic
about
whether
the
tenants
work,
whether
they
can
reply
quickly
and
to
make
sure
that
we're
actually
fit
for
purpose
and
doing
the
job
which
the
public
pays
us
to
do.
D
The
second
is
slightly
different
case,
where,
in
in
cursive,
we've
recently
had
the
pleasure
of
heat
pumps
and
conversion
of
high
rise
blocks
to
low
carbon
heat,
and
so
something
I'm
very
enthusiastic
about.
This
is
pushing
it
to
go
ahead
and
want
it
to
be
a
success,
and
it's
not
being
quite
as
smooth
as
I
was
hoping
for.
D
There
was
a
helpline
for
tenants
to
to
the
phone
in
case
of
difficulty,
but
it
doesn't
appear
to
be
connected
to
anything
so
that
people
make
a
phone
call
they're
telling
they'll
phone
back
and
then
nothing
happens
because
it's
sort
of
not
joined
up
internally
and
the
same
point
has
come
to
light,
is-
is
that
we
were
told
before
the
work
started,
that
all
the
sort
of
green
doctor
jobs
had
been
done
on
these
buildings
that
they,
you
know,
blocked
holes
in
windows
had
been
dealt
with,
and
it's
a
very
obvious
one
that
people
have
had
subsequently
that
that
wasn't
the
case
just
simply
wishful
thinking.
D
No
green
doctrine
done,
and
so
people
complaining
about
lack
of
performance
when
in
fact
is
howling
gail
blowing
to
the
flat
because
they
haven't
actually
fixed
they
think
anyway.
I
I
don't
want
to
take
too
long,
but
those
are
two
issues
where
I'm
aware
of
deficiencies
in
the
service,
where
I
think
we
could
just
do
an
awful
lot
better
with
a
bit
of
planning
and
organization.
J
Certainly
chair,
yes,
I
completely
agree
counselor
with
the
the
response
times
the
answer
the
wait
times
on
telephones.
J
J
Councillor
with,
we
have
got
a
robust
improvement
plan
in
place
to
address
that
we
are
working
with
service
areas
to
really
understand
the
root
causes
of
the
contact,
so
that
we
can
help
services
get
things
right
first
time
to
avoid
the
need
for
people
to
contact
us
in
the
first
place,
but
as
an
immediate
action,
we
are
bolstering
our
numbers
in
the
in
the
contact
center
so
that
we
have
the
numbers
that
we
need
to
to
deal
with
the
content
that
we're
getting
through
at
the
moment,
so
that
we
can
give
that
that
that
service
to
the
customer.
J
I
will
just
give
assurance
to
members
that
we
we
have
risk
assessed
our
lines
so
that
the
high
priority
lines,
the
customers,
that
the
lines
that
we
definitely
need
to
answer
very
quickly.
If
there's
any
issue
around
vulnerability,
safeguarding
et
cetera,
we
have
got
those
lines
prioritized.
So,
yes,
the
average
waiting
time
over
the
year
was
10
minutes,
but
the
average
waiting
time
for
the
high
priority
lines
is
is
much
less.
J
We
have
been
to
scrutiny
board
to
talk
through
these
issues
in
in
detail
and
work
through
the
improvement
plans
and
we'll
be
reporting
progress
back
to
the
to
that
group
in
in
the
coming
months.
Your
question
around
the
the
low
carbon
line,
I'm
not
aware
of
that
counselor.
If
you
please
send
me
the
details
through
I'll
look
into
it.
B
Thanks
so
much,
it's
really
helpful
in
that
case,
counselor
treasure
with
your
many
questions.
Well,
don't.
E
Overdo
it
yeah,
I
mean
obviously
we're
talking
about
an
absolutely
vital
frontline
service,
by
which
the
council
is
measured
by
many
people,
and
hopefully
it
helps
to
maintain
or
even
improve
our
reputation
as
well
as
picking
up
not
just
individual
issues,
but
maybe
ones
that
are
setting
some
sort
of
training.
I
understand
when
we
talk
about
high
priority,
but
at
the
end
of
the
day
I
think,
if
you're
an
individual
citizen
of
leads
and
you
phone
up
the
line.
E
E
E
I
just
wondered
if
it
would
be
possible
to
have
the
figures
for
the
previous
year
so
that
we
have
an
entirely
non-covered
previous
year
to
compare
those
figures
with
on
the
staffing
issue,
that's
addressed
on
in
paragraph
33
on
page
30..
I
just
wonder
if
we
could
have
more
of
an
insight
into
the
reason
why
we
think
there's
been
this
exodus
of
staff.
E
I
think
we
can
probably
guess
and
read
between
the
lines,
but
I
just
wondered
if
there
were
exit
interviews
or
any
feedback
that
gave
us
more
of
an
insight
as
to
why
we
found
very
stable
level
of
stuff
and
then
all
of
a
sudden
everyone's
packing
their
bags
and
there's
a
sentence
that
says.
In
addition,
the
complexity
of
inquiries
has
also
increased,
leading
to
longer
call
times.
How
have
we
assessed
that
increasing
complexity
would
be
interesting
to
have
some
insight
into
that
on
page
31
table
8.
E
The
fifth
question
down:
is
this:
the
first
time
you've
contacted
us
about
this.
This
query
and
68
of
people
say
yes,
it
is,
but
that
means
that
almost
a
third
have
probably
been
having
more
than
one.
As
I
read,
this
probably
been
having
more
than
one
go,
and
I
just
wonder
if
there
is
any
way
we
can
assess
why
we
have
these
kind
of
repeat
queries
from
people.
E
I
think
I've
almost
finished
as
part
of
our
contact
with
people,
and
there
was
there
was
a
very
reassuring
reference
in
what
the
officer
said
to
digital
inclusion.
But
is
there
any
way
we
can
perhaps
think
about
capturing
whether
the
people
who
phone
us
up
are
digitally
capable
and
might
have
access
to
service
in
a
different
way
and
if
we
can
get
back
to
them,
maybe
just
with
a
short
email
saying.
Thank
you
for
calling
us.
Do
you
appreciate
or
do
you
unders
yeah?
E
Do
you
appreciate
that
you
could
have
made
your
query
in
a
different
way
online
and
I
suppose
I'll
make
this.
My
final
question,
because
I
am
going
on
page
34,
there
is
recognition,
paragraph
42,
that
responses
within
target
have
been
lower
than
would
have
been
expected
and
we've
heard
the
reference
to
a
robust
recovery
plan
or,
however,
we
might
describe
it.
B
There
thanks
counselor
as
well,
and
when
you
said
you
had
many
questions,
you
weren't
underselling.
No,
so
never
knowing
the
understand
whenever
you're
ready.
J
Thank
you.
Thank
you.
Councillor,
trust.
Well,
I'll.
Do
my
best
with
the
questions
you
might
need
to
just
prompt
my
memories
as
we
go
through
the
point
that
you
make
the
point
at
number
29
so
continues
to
be
at
99
percent
satisfaction
levels
based
on
previous
year
agree.
It's
the
wording's,
not
correct
there
I'll
feed
that
back
to
face-to-face
colleagues,
I
can
arrange
for
the
figures
for
1920
to
be
circulated
to
members.
J
After
meeting
the
point
around
on
paragraph
33
around
the
the
staff
staff
leaving
yeah,
we
undertake
a
exit
interviews
for
everyone
who
leaves
the
contact
center
and
the
the
key
reasons
for
leaving
were
promotional
opportunities.
Most
of
the
people
that
that
left
during
the
year
left
for
promotion
within
the
council.
J
A
lot
of
our
customer
service
officers
get
a
lot
of
they're
very
well
trained
and
they've
got
a
lot
of
experience
in
housing
in
particular,
and
move
on
to
roles
within
housing,
so
the
promotion
opportunities
career
development.
J
We
are
looking
at
career
development
within
the
contact
centre,
we're
trying
to
carve
out
career
pathways
now
across
shared
services,
which
will
hopefully
address
some
retention
issues
moving
forward,
but
one
of
the
other
one
of
the
other
things
that
has
come
out
of
the
exit
interviews
this
year
is
that
that
that
some
of
our
customers
are
more
verbally
abusive,
and
that
is
something
that
we
that
we're
very
mindful
of
so.
We
have
processes
around
that
as
well,
so
so
they're
they're.
J
The
key
reasons
for
that
we've
got
from
those
extra
interviews
in
terms
of
the
increasing
complexity
of
the
calls
the
average
handling
time
is,
is
something
that
we
also
record-
and
we
haven't
put
it
in
this
in
this
report,
but
we
can
drill
down
per
service
line.
J
How
long
calls
are
taking
and
generally
calls
have
taken
it
a
little
a
little
bit
longer,
for
example,
in
registrars
we
have
had
a
lot
more
calls
and
on
registrars
in
2021
compared
to
previous
years,
because
of
obvious
reasons
and
the
backlogs
in
registrars
customers
having
to
call
and
reschedule
wedding
plans
and,
and
that
sort
of
thing
so
calls
have
have
taken
longer
to
deal
with
some
new
areas
of
contact
really
question.
J
So
it
was
table
eight
question
five.
Did
we
resolve
your
query
on
the
call?
Sorry?
No,
this
was
it
was.
Is
it
the
first
time
you've
contacted
us
about
this
query?
Yes,
so
we
do
know
that
we
have
an
unacceptable
amount
of
repeat
contact
and
we
do
have
work
in
place
to
try
and
understand
that
more
so
that
we
can
address
the
root
causes.
Of
that
I
do.
J
I
do
feel
as
though
we've
probably
had
people
phone
us
and
abandon
calls
this
year
in
2021
because
of
the
wait
times
and
they
have
tried
and
repeated
again.
But
that
is
something
that
we're
looking
at
councillor
trustworld
in
terms
of
people
who
phone
us.
Could
they
access
services
in
a
different
way?
J
We
do,
on
certain
lines,
have
have
a
script
for
our
customer
service
officers
to
ask
them
and
alert
them
to
the
fact
that
they
are
able
to
to
do
this
particular
service
online
and
do
they
need
any
support
to
to
do
that.
So
that
is
something
that
we
we
are
going
to
bring
out
more
widely
during
this
year
and
for
the
point
about
complaints.
I'll
pass
over
to
my
colleague
richard.
K
I
am
so
the
question
you're
asking
around
the
information
in
point
42
regarding,
I
believe
you
asked
if
there's
month
by
month,
for
comparison
for
sort
of
complaining
trajectory
is
that
right.
K
Sorry,
the
the
question
was
in
respect
of
about
four
point:
42
around
sort
of
responses
within
time
scale
under
the
complaints
policy
and
you'd
ask
if
we
have
a
month
by
month,
sort
of
data
on
that
sorry
we
do
have
so
we
have
quite
a
sort
of
where
we've
sort
of
centralized
complaints
dashboard,
where
we
can
provide
information
by
service
area
by
stage
of
complaint
and
sort
of
responses
within
time
scales.
You
know
whatever
stage,
so
we
can
provide
that
information.
K
If
you
would
find
that
beneficial
to
sort
of
see
the
responses
in
timescale,
just
sort
of
the
because
completeness
covers
everything,
some
areas
receive
a
lot
more
other
areas
receiving
more
complaints,
typically,
sort
of
housing
leads
and
waste
management,
but
depending
where
the
interest
is
and
what
you
would
like
to
solve
understand.
I
can
provide
more
information
around
sort
of
response
rates
by
area.
By
month.
We
can
take
out
information
all
the
way
back
to
2019,
with
the
information
we
have
now.
E
So
that
was
my
reason
for
for
asking
that
question,
rather
than
waiting
months
in
into
the
future,
to
see
whether
the
robust
plan
is.
Actually
you
know
bearing
fruit,
and-
and
the
final
comment
I
make
is
that
it
is
it's.
It's
very
reassuring
to
hear
that
a
number
of
staff
are
leaving
for
very
positive
reasons.
E
But
I
suppose
my
question
was
to
some
extent
prompted
by
the
fear
that
the
pressures,
including
abuse
and
the
fact
that
perhaps
staffing
levels
aren't
what
they
were
and
the
volume
of
work
was
perhaps
causing
people
to
to
burn
out
and
look
for
another
job
rather
than
the
one
that
they
were
doing
with
us.
A
B
L
Thank
you
chair
and
thank
you
for
the
report.
Signing
it's
nice
to
see
you
back
on
the
committee.
You
bet
you
thought
you'd
seen
the
last
of
us
just
going
back
to
a
question
that
councillor
illingworth
asked
was
really
about
making
customers
making
calls
during
the
working
day
and
being
limited
to
how
much
time
they
had
a
lot
of
service
providers.
Now,
don't
just
work
nine
to
five
on
their
telephone
service.
L
They
they
extend
their
time,
and
I
just
wondered
whether
there
are
any
plans
looking
at
that,
particularly
if
we're
perhaps
pushing
more
down
the
the
digital
route
and
the
time
saved
on
that
in
in
the
contact
center
could
then
be
invested
in
extending
the
time
so
so
that
you
were
actually
meeting
customer
needs
in
terms
of
when
when
they
can
contact
you.
So
that's
really
that
question
and
also
about
redirecting
people
to
the
digital
line.
L
You
say
that
the
call
agent
in
some
occasions
will
tell
the
customer
you
could
have
made
this
inquiry
in
another
way.
Is
there
any
way
that
you
could
put
that
message
on?
Whilst
the
customer
is
waiting
again,
a
lot
of
service
providers
do
that
saying
rather
than
wait,
you
know
three
minutes
four
minutes
on
the
call.
L
You
could
be
online
getting
your
attitude,
so
I
just
wondered
whether
that
was
that
was
a
part
of
your
planning,
but
if
we
are
directing
more
customers
down
that
digital
route,
I
think
we've
got
to
be
a
lot
smarter
in
closing
the
loop
in
terms
of
when
the
customer
has
gone
online,
to
raise
a
question
because
a
lot
of
the
complaints
that
I
get
as
a
council,
I'm
sure
my
colleagues
do
as
well
people
saying
we
raised
this.
L
We
went
online
and
heard
nothing
more
and
when
we
asked
a
question
in
council
about
this,
we
got
the
reply.
Well,
there
really
wasn't
a
process
that
made
sure
that
every
query
that
came
through
was
closed
off
and
answered.
So
I
think
we've
got
to
be
a
bit
careful
about
pushing
too
much
down
that
route.
If
we
haven't
got
a
good
process
to
make
sure
they
all
get
dealt
with
thanks
chad.
J
Thank
you,
councillor
bentley.
We
don't
currently
have
any
plans
to
change
the
opening
hours
of
the
contact
center,
but
nothing
is
ever
off
the
table.
I
think
when
we
do
our
analysis,
if,
if,
if
there
is
evidence
to
to
support
us,
putting
a
business
case
forward
to
to
change
opening
hours,
we
would
certainly
look
at
that.
J
What
we,
what
we
are
doing,
is
looking
at
the
how
much
contact
we're
getting
at
various
times
of
day,
so
that
we
can
review
our
our
rotors
and
our
staffing
presence
throughout
the
day
to
make
sure
that
we've
got
the
optimum
staffing
levels.
J
We
do
have
messages
on
the
on
the
telephone
line,
the
ivr
to
help
people
find
the
information
on
the
website,
but
we
do
know
that
our
our
lines
press
one
for
this
press
two
for
that
it
might
not
always
be
the
slickest
for
every
service
that
we
offer,
and
that
is
something
that
we're
overhauling
at
the
moment
we're
going
through
each
line
to
make
sure
that
we've
got
a
streamlined
process
there
and
the
messages
are
at
the
right
at
the
right
point
for
customers.
J
Your
point
about
the
web
forms.
You
understand,
there's
a
there's
around
60
forms
that
customers
can
can
complete
and
those
forms
get
sent
to
the
service
areas
for
action.
So
there
would
be
an
individual
process
for
each
one
of
those
for
the
service
area
to
get
back
to
the
customer.
J
What
what
we
have
done
is
we've
looked
at
the
highest
volumes
of
those
forms,
and
I
think
miss
bin
is,
is
that
was
the
top
one
for
2021
and
newer
replacement
bin
was
the
second
highest
and
overall
they
make
up
about
48
of
the
contact
through
the
web
forms.
So
there's
been
some
service
redesign
work
on
those
forms.
The
first
one
was
completed
in
in
january,
and
it's
already
had
a
a
good
impact.
J
Fewer
complaints
have
come
through
and
more
forms
have
been
completed
and
the
new
and
replacement
bin
form
went
live
in
at
the
beginning
of
march.
So
after
a
month
we'll
be
able
to
have
a
look
to
see
what
impact
that
that
has
made
as
well.
So
so
there's
a
lot
of
work
going
on
and
we're
trying
to
do
it
on
a
on
a
highest
volume
basis
in
terms
of
those
web
forms.
B
Thanks
for
that,
council
armas.
H
Thank
you.
Most
of
I
wanted
to
ask
was
covered
by
counselors,
roswell
and
council
bentley.
H
So
what
sort
of
work
are
we
doing
in
terms
of
developing
an
app
which
could
be
which
doesn't
use
as
much
data
and
also
is
more
user
friendly
in
terms
of
in
terms
of
people
using
their
phone
rather
than
going
online
on
computers
and
all
that,
because
that's
the
kind
of
issues
I'm
having
in
my
ward,
people
complaining,
you
know,
sort
of
going
online
and
and
the
system
is
bit
too
complicated
for
some
people
to
actually
look
for
certain
subjects
and
all
that.
H
J
Thank
you
councillor.
I
I
I
will
I'll
raise
that
with
our
ids
colleagues.
I
fully
appreciate
that
point.
L
Thank
you,
the
following
paragraph
from
carl
thomas's
point
about
it's
about
collecting
the
customer
satisfaction
results
that
we're
interpreting
and
believing
it
says
that
the
previous
system
provided
online
customer
forms,
but
now
the
new
solution
does
not
currently
have
the
functionality
to
issue
that
customer
satisfaction
questionnaires.
So
we
consciously
decide
to
collect
less
customer
satisfaction.
Questionnaires
I
mean
is
that
a
deliberate
policy
or
it's
an
accident
that
can
be
very
satisfactory.
J
I'll
I'll
pass
that
on
to
our
colleagues
in
ids
council
here
and
it's
I'm
afraid-
that's
not
my
area
but
understand
the
point
and
I'll
make
sure
that
you
have
a
written
response
circulated
to
members.
B
Yeah
thanks.
I
appreciate
if
officers
colleagues
can't
answer
a
particular
question,
so
we'll
move
on
to
that
right.
I
think
oh.
G
Thank
you,
yeah
just
just
two
points:
one's
just
a
bit
of
a
puzzle
on
table
five
relating
to
the
community
libraries,
and
it
was
the
visit
since
I'm
guessing.
This
is
a
typo.
G
In
2020
january
to
december
there
was
616
000
books
issued
against
265
000
visits,
but
21
to
22
8
000
visits
handed
out
687
000
votes,
which
is
85
books
per
visit.
They
must
have
brought
wheelbarrows
with
them
or
something
so
I
assume
there's
something
an
issue
there,
but
the
one
that
did
puzzle
me
a
little
bit
someone's
already
mentioned.
Yeah
the
you
know
we're
looking
at
nearly
over
10
minutes
to
answer
a
call
considerably
higher
than
the
the
previous
year,
but
the
email
responses
have
actually
reduced
by
30
percent.
G
B
Thanks
for
that,
council
foster,
I
must
confess
when
you
indicate
to
speak
my
mind
when
completely
blanketed,
so
my
apologies
officer
colleagues,
can
anyone
speak
to
council
foster's
questions.
J
Yeah
thanks
counselor
foster
face-to-face,
isn't
my
area,
but
I
did
query
this
myself
because
it
did
look
very
strange.
So
the
the
answer
is
that
the
community
library
visits
in
2020
included,
obviously
january
february
march,
when
before
lockdown,
so
that's
got
all
of
the
visits
in
there.
The
during
21
there
were
actually
much
much
less
visits,
but
they
had
an
online
click
and
collect
book
issuing
service.
J
So
so
that's
that
email
and
and
phone.
I
think
it's
a
it's
a
very
valid
point,
and
that
is
my
area
and
that's
something
that
I'm
I'm
looking
at
the
the
resource
across
the
the
contact
center
that
the
emails
mainly
come
in
around
con
council
tax
and
adult
social
care.
J
So
we
do
need
to
manage
the
resource
on
the
emails
and
and
on
the
phones-
and
I
I
agree-
we
will
need
to
get
that
balance
better.
B
Thanks
very
much
for
that
right.
Colleagues,
wrapping
this
item
up
then,
and
in
my
notes
here
we're
asked
on
page
17.
The
recommendations
are
the
corporate
government's
and
audit
committees
asked
to
know
the
assurances
provided
and
first
of
all,
is
the
appropriate
systems
and
procedures
are
in
place
in
respect
of
the
council's
control
environment
for
customer
contact
and
satisfaction,
and
the
second
bullet
that
their
robust
plans
in
place
for
improving
the
customer
experience.
B
B
C
So
members
will
recall
back
in
july
when
you
considered
the
interim
annual
governance
statement.
You
noted
that
there
was
a
slight
shift
between
zippers
recommended
principles
for
delivering
good
governance
and
and
the
principles
set
out
in
our
existing
code
and
framework
for
local
corporate
governance
and
asked
that
I
reviewed
the
code.
It's
having
been
a
little
while
since
it
been
brought
into
place.
So
this
is
offering
you
a
proposed
new,
shorter
code
of
corporate
governance,
which
doesn't
include
the
governance
framework.
C
C
Taking
the
framework
out
of
the
code
of
corporate
governance
doesn't
take
away
the
framework
that
framework
still
exists,
but
it
enables
me
to
report
that
annually
to
committee
so
that
it
can
be
maintained
currently,
because,
inevitably,
these
things
move
on
we're
always
striving
to
do
better
and
therefore
we're
able
to
capture
that
by
reporting
annually
through
to
committee
and
that
report
of
both
the
framework,
what
we
do
and
the
assurance
map
those
things
that
I
can
point
to
to
say.
C
B
Thanks,
kate
members
got
questions
counselor
ellingworth.
Can
you
use
your.
D
That's
better,
so
I
was
going
to
ask
chad
about
innovation
that
this
various
functions
that
we
perform
and
which
are
rightly
there.
But
what
I
was
looking
for
was
some
sort
of
encouragement
to
look
at
new
technology
and
new
developments
and
introduce
them
in
a
rational
fashion.
I
mean
not
just
simply
because
it's
new,
but
because
it's
better,
if
it's
properly
run.
C
I
guess
that
would
come
through
in
the
the
principles
and
the
commitments
around
sustainable
delivery
of
our
services.
C
So
we
are
asked
to
continually
strive
towards
finding
value
for
money,
ways
to
provide
the
services
within
our
strategic
plan
framework
and-
and
that
will
include
innovation
as
well
as
maintaining
services
at
the
standards
that
we
can
do
within
the
resources
that
we've
got
available
to
us
as
an
authority.
B
Perhaps
the
shorter
version
is
every
year
we've
had
to
do
more
with
less
so
and
certainly
every
year
that
I've
been
a
counsellor.
Okay
folks
is
there
any
further
questions,
then
we'll
move
to
the
recommendations,
if
not
nope.
In
that
case,
on
page
47,
are
we
willing
point
recommendation
a
is
prove
the
local
code
of
corporate
governance
attached
to
appendix
a
I
read
it
last
night
seemed
very
sensible,
yep
seen
nods
around
the
room,
good
good
and
note.
B
I
Thank
you
chair,
so
this
is
the
first
of
two
items
from
internal
audit.
So
first,
first
up
is
our
update
report
from
the
period
of
december
last
year
to
february
this
year.
So
the
first
item
in
there
to
draw
members
attention
to
is
around
sections
two
and
three,
so
we've
recently
undergone
a
bit
of
an
exercise
to
look
at
what
our
current
priorities
are
in
the
plan
and
how
they
align
with
current
risks
and
priorities
in
the
council.
I
So
what
that's
effectively
involved
is
looking
at
what
we
need
to
deliver
now,
bearing
in
mind
the
fact
that
the
plan
has
to
be
flexible
in
nature.
So
what
was
a
priority
or
a
big
risk
when
this
plan
was
initially
approved
by
members
last
year,
not
necessarily
one
of
the
bigger
priorities.
Now
things
do
get
overtaken,
and
there
are
audits
that
we've
carried
out
during
the
year
that
have
overtaken
those
on
a
risk
basis.
So
we've
looked
at
what
what
remains
in
the
plan
and
we
thought
right
timing
wise.
I
I
So
we've
looked
within
that
when
would
be
the
most
appropriate
time
to
carry
this
out
within
a
service.
What
other
sources
of
assurance
are
we
drawing
on
throughout
the
year
to
give
us
the
comfort
that
those
risks
are
being
managed
and
we've
tried
to
schedule
those
accordingly?
So
this
has
resulted
as
you'll
see
in
the
table
there
in
some
audits
that
are
being
deferred
practically
and
into
the
22
23
audit
plan
and
some
audits
that
are
removed
on
a
risk
basis,
because
we
feel
that
other
priorities
have
overtaken
there.
I
So
this
has
been
very
transparent
over
that,
and
what
this
does
as
well
is
puts
us
in
a
stronger
position
now,
so
we're
not
carrying
forward
an
abundance
of
work
in
progress.
We
focus
on
completing
the
absolute
priorities
now
and
then
we're
in
a
good
position
to
go
in
22-23
with
the
next
audit
plan,
which
is
obviously
the
next
agenda
item
up.
I
So
this
is
one
where
we
have
provided
a
limited
opinion
for
the
control
environment.
So
a
dpia
as
they're
called,
is
a
process
that
needs
to
be
followed
where
a
change
in
a
system
or
a
new
system
that's
coming
in
result
or
has
an
impact
if
you
like
on
special
category
data.
So
the
process
that
needs
to
be
followed
will
guide
that
service
through
making
sure
that
the
right
things
are
taken
into
consideration
from
an
information
security
and
an
information
risk
perspective.
I
There's
a
process
for
escalating
some
of
the
particularly
high
risks,
but
bearing
in
mind
the
fact
that
it's
the
services
across
the
council
themselves,
who
are
responsible
for
completing
these
and
managing
these
risks,
but
obviously
this
is
overseen
by
our
colleagues
in
it
and
information
governance.
The
area
that
needs
the
development
is
the
monitoring
area
of
that
control
environment.
I
So,
first
of
all,
from
the
perspective
that
without
a
stronger
monitoring
control,
it's
difficult
to
provide
the
assurance
that
all
of
these
assessments
are
being
carried
out
where
they
need
to
be
so.
A
recommendation
has
been
agreed
to
monitor
projects
and
programs
that
are
going
on,
so
it
can
get
on
the
front
foot
there
and
make
sure
that
these
are
ongoing.
Another
observation
was
that
several
of
them
are
still
in
draft
format
and
still
awaiting
approval.
I
So
again,
stronger
monitoring
in
that
area
will
ensure
that
that
is
tightened
up,
bolstered
by
some
regular
and
effective
communication.
So
all
of
our
recommendations
have
been
welcomed
positively
by
the
service
and
are
being
taken
on,
and
this
is
something
that
we
will
follow
up
and
then
it
is
obviously
reflected
in
next
year's
audit
plan,
as
you
will
see.
I
So
the
next
section
of
the
report
again
to
highlight
is
the
other
audit
work.
So
this
draws
upon
the
range
of
other
work
that
we've
done,
which
we
take
assurance
from,
and
we
have
tried
to
take
on
the
suggestion
from
linda
the
independent
member
of
the
last
committee,
to
try
and
provide
some
stronger
information
about
the
outcomes
from
that
work
and
the
particular
assurances
that
we
get
from
that.
So
you'll
see
that,
obviously,
within
the
table
there
customer
satisfaction
questionnaires,
obviously
an
area
which
members
focus
on
the
feedback
on
our
performance.
I
So
within
the
period
we've
got
a
50
response
rate
there.
So
I
guess
the
highlights
were
in
there
to
draw
attention
to
schools.
We
discussed
that
at
the
last
meeting,
the
measures
that
we've
taken
to
try
and
bolster
the
school's
response
rate
and
we've
had
an
encouraging
rate
from
schools
and
academies
during
this
period.
So
that's
excellent.
The
drop
off
in
this
period
is
from
our
external
clients,
so
external
organizations
to
the
council.
I
However,
I
am
aware
that
at
least
one
of
those
has
been
engaging
with
trying
to
complete
one
now,
obviously
hasn't
come
through
in
this
period,
but
we
do
still
try
our
best
to
encourage
feedback
from
the
external
organizations.
I
The
one
that's
been
added,
there
is
around
recommendation
tracking,
and
this
is
a
very
exciting
development
for
us
that
will
give
us
more
oversight
of
recommendations
routinely
that
we
raise
for
our
audit
reports.
So
this
is
something
that
we're
well
on
with
rolling
out
now.
We've
had
some
good
engagement
from
services
on
that,
and
we
hope
that
this
is
something
that
we'll
be
able
to
start
reporting
through
to
the
committee
in
future
periods,
which
will
be
obviously
a
very
valuable
source
of
assurance.
I
So,
finally,
we've
appended
the
information
on
the
monitoring
of
urgent
decisions,
as
we
do
routinely
nowadays.
So
any
questions
about
the
audit
report.
I
will
do
my
best
to
answer.
E
Could
you
perhaps
elucidate
on
the
children,
families
commissioning
section,
because
I
think
most
of
the
others
are
a
self-explanatory,
even
with
the
thumb
nail
description
and
also
the
one
at
the
bottom
communities,
environment
and
housing
and
housing
disrepair,
it
would
be
useful
to
just
have
a
little
bit
more
of
an
insight
into
into
those.
E
My
second
question
relates
to
an
area
which
you
did
cover
in
some
some
detail
and
that's
on
page
67.
It's
the
reference
to
the
dpias.
Now.
E
As
a
ward
member,
my
only
what
should
I
say,
experience
of
dpias
has
been
when
we've
been
discussing
the
the
sighting
permanent
or
temporary,
of
cctv
cameras,
but
I
just
would
like
a
little
bit
more
insight
into
where
the
shortcomings
have
been
and
which
department
and
functions
this
relates
to,
because
at
the
moment
it's
really
quite
quite
general.
E
And
my
final
question
relates
to
the
returns
and
you
did
cover
that
as
well,
and
I'm
just
wondering
when
we
talk
about
external
agencies.
Are
we
talking
about
those
with
whom
we
have
a
contractual
relationship
or
other
bodies?
And
is
there
anything
we
can
do
really
to
encourage
them
to
to
return
these
questionnaires?
Because,
obviously
it's
an
important
part
of
the
audit
function.
I
Thank
you,
council,
trustworthy,
I'll.
Take
these
in
turn,
certainly
with
the
ones
that
I
can
answer.
First
off,
so
children's
family
is
commissioning
to
start
with.
Now
I
believe,
there's
a
post
that's
been
introduced.
I
I
So
it's
mainly
from
a
from
a
timing
perspective
really
that
this
didn't
seem
the
practical
time
for
us
to
be
carrying
out
a
review
such
as
that,
while
the
changes
are
ongoing
and
while
there
is
the
the
post
looking
at
that
where
obviously
we
will
keep
a
watching
brief
on
that
to
take
some
assurance
from
that.
So
that
is
the
main
reason
why
that
one
has
been
just
er
has
been
deferred.
Could
it
but
could.
E
I
Yeah,
I
mean
good
question:
the
plan
is
not
finite
in
terms
of
the
resource
that
we
have
so,
although
other
priorities
have
overtaken
that
one
in
that
area
for
the
time
being,
but
as
I
say,
it
is
certainly
something
that
we
keep
a
watching
brief
on
and
we
do
retain
an
area
of
contingency
both
generally
and
in
specific
areas,
including
children
and
families.
I
I
We've
looked
to
again
to
balance
that,
in
light
of
immediate
priorities
across
the
whole
authority,
so
to
take
that
on
maths,
really
that
decision
so
obviously
as
part
of
the
planning
process
we'll
come
to
in
the
next
report,
we
meet
with
management,
and
we
talk
about
performance
in
certain
areas
and
voids
is
the
area
that
has
particularly
stuck
out
where,
where
they
would
like
some
assurance
on
the
efficiency
and
the
effectiveness
of
that
void
management
process.
So
again,
there
has
to
be
some
judgment
there
on
a
risk
basis
between
the
two
areas.
I
We
don't
have
a
finite
resource
disrepair,
clearly
important
area,
reputational
area
and
hugely
important.
So
again
we
keep
a
watching
brief
on
that
we
do
have
the
ability
to
respond
to
that
should
we
need
to,
but
at
the
current
time
void
of
the
area
that
has
overtaken
that.
So
I
hope
that
gives
you
some
of
the
comfort
around
that
now.
Moving
on
to
your
further
questions,
so
certainly
the
external
organizations
from
the
csu
perspective.
Yes,
it
is
external
organizations
where
we
have
a
contractual
relationship
to
deliver
audit
work.
I
So
the
bell
isl
tenant
management
organisation,
which
I
know
you're
involved
with
they're
one
of
our
external
clients.
We
do
some
work
for
aspire.
We
do
some
work
for
leeds
credit
union
and
bleach
grant
theatre.
So
these
are
the
sort
of
organizations.
I
So
we
deliver
an
audit
service
in
return
for
a
fee
for
that,
but
it
is
still
vitally
important
that
we
get
the
feedback
from
those.
So
fully
take
your
point
on
board
around
that
and
we
will
keep
looking
at
ways
of
trying
to
encourage
more
and
more
feedback
and
perhaps
some
follow-up
process
for
ourselves
where
we
haven't
got
things
back,
we'll
help
to
bolster
that
in
the
future.
I
So
we
have
my
colleague
angela
here,
who
I
think
was
involved
in
the
dpia's
audit,
who
might
be
able
to
give
you
a
little
bit
more
information
specifically
around
that.
A
So
your
question
was
around:
were
there
particular
areas
that
were
more
non-compliant
than
others?
No
is
the
actual
answer.
We
looked
across
the
board
and
there
were
issues
in
all
directorates,
but
the
service
have
got
a
a
project
underway
to
look
at
their
dpia
process
and
they've,
fed
all
our
findings
into
that
project
and
taken
the
recommendations
on
board
and
they'll.
Be
addressing
that
as
part
of
that
work.
I
B
K
Can
do
cheer
yeah?
I
am
so
I'm
I'm
what
three
months
into
leeds
city
council.
So
I
was
getting
up
to
speed.
In
fact,
it
was
really
really
helpful
to
see
the
other
report
in
terms
of
the
expectations
around
the
service
and
we
are
absolutely
reviewing
the
process
and
once
we
review
the
process,
we
then
want
to
work
on
a
system
that
helps
us
basically
reducing
the
margin
for
error,
making
sure
we
build
in
escalations
making
sure
we
balance
the
ownership
of
the
service
as
well
as
us,
and
ultimately
making
a
purpose
process.
L
I
can
just
confirm
that
rightly
I
was
concerned
about
cancer,
usually
about
the
removal
of
the
children
and
families.
Commissioning
audit
has
that
now
changed
to
deferred
rather
than
removed,
because
if
it
isn't
I'd
like
to
recommend
that
it
is,
it
should
be
deferred.
Please,
yes,.
I
Well,
we
have
got
it
removed
at
the
moment,
but
it
is
an
area
where
we
keep
a
watching
brief
on
that.
So
we
do
have
the
opportunity
to
obviously
complete
an
audit
at
the
right
time,
but
we
feel
given
that
there
are
changing
arrangements
there
at
the
moment
and
there's
no
defined
date
as
to
when
that
will
be
fully
determined.
I
L
I
B
That's
helpful
jonathan!
Yes,
thanks
do
you
want
to
come
in.
F
Thank
you,
chad,
just
a
short
question
really
and
it's
about
overall
question
around
the
deferred
audits.
If
I
may,
and
so
I
noticed
that,
there's
a
number
of
audits,
deferred
or
removed
around
children's
services
and
also
around
the
children's
families
and
the
communities,
environment
and
housing.
F
My
question
really
is:
have
you
are
you
satisfied
that
you
have
enough
overall
assurance
in
those
two
areas
to
enable
you
to
come
to
contribute
to
your
head
of
internal
audit
conclusion,
and
am
I
missing
something
that
you
might?
I
know
he
talks
about
the
risk
being
dynamic
and
you're
responding
to
those
which
is
brilliant?
That's
how
I
I
would
expect
it
to
be.
But
are
you
satisfied
that
you
have
enough
coverage
audit
coverage
in
those
two
areas
to
enable
you
to
live
your
conclusion.
I
The
answer
to
your
question
now
and
linda
is
yes.
Obviously
that
is
a
fundamental
part
of
that
risk
assessment,
so
children's
and
families,
for
example,
we
have
had
work
going
on
throughout
the
year,
drawing
on
a
range
of
other
assurances
as
well.
We've
been
involved
in
dialogue
with
the
service
recently
around
the
safeguarding
issue.
That's
obviously
been
quite
prominent
recently
and
we
are
confident
that
that,
in
conjunction
with
the
other
work
that
we've
carried
out
during
the
year
will
give
us
enough
to
deliver
the
opinion
in
that
area.
I
Similarly,
community
communities,
environment
and
housing,
we
have
already
delivered
a
reasonable
spread
of
housing,
work
or
housing
work.
That
is
ongoing
at
the
moment,
and
I
am
also
aware
that
there
is
another
prominent
piece
of
audit
work
in
that
area.
There's
just
been
scoped
and
kicked
off
at
the
moment
which
will
again
feed
into
that
annual
opening.
It's
not
something
that
was
started
in
time
to
make
it
into
our
work
in
progress
table,
but
it's
another
of
the
priority
areas.
If
you
like
that,
we
saw
that
we
wanted
to
complete
within
this
year's
plan.
I
So,
all
in
all
that
that
judgement
is
made
as
a
whole
in
terms
of
the
whole
plan,
and
we
are
confident
in
those
areas
as
with
others,
that
we
will
be
in
a
position
to
deliver
that
annual
opinion
and
that
we
will
have
completed
sufficient
work
during
the
first
quarter
of
of
the
next
year,
because
I
think
the
thinking
right
in
saying
the
annual
opinion
will
be
due
in
july
this
year.
So
certainly
we
we
are
confident
that
we
have
the
threat
of
work.
There.
G
I
We
we
haven't
specifically
at
the
moment
council
of
foster.
However,
there
is
obviously
a
work
program
ongoing
around
the
payments
that
will
be
made
to
sponsors
that
are
taking
on
refugees
from
the
ukraine.
So
obviously
that
requires
a
system
to
confirm
the
validity
of
those
applying
for
sponsorship
and
the
mechanism
of
payment
for
that,
and
we
are
involved
in
a
working
group
ongoing
on
that.
So
there's
an
ongoing
piece
of
work
that
we're
feeding
into
there.
That
relates
to
that,
but
no
other
specific
pieces
of
work
now.
C
Yeah,
as
members
know,
we're
normally
joined
at
committee
by
tim
rollett,
who
is
the
authority's
lead
officer
on
risk,
unfortunately,
he's
not
able
to
attend
because
he's
absent
with
ill
health,
but
he
did
tell
me
this
morning
that
he
is
currently
in
the
process
of
reviewing
the
authorities
risks
around
ukraine
and
the
impact
of
taking
ukrainian
refugees
within
the
city
cyber
you
name,
it
he's
looking
at
it,
so
it
is
being
reviewed.
B
Excellent
thanks:
everybody
don't
see
any
more
indications
from
members.
In
that
case,
let's
turn
to
our
recommendations
which,
from
page
57.
so
forgive
me.
Colleagues
where
I
read
these
recommendation
is
receive.
The
internal
audit
update
report
and
recommendation
b
is
no.
There
have
been
no
limitations
in
scope
and
nothing
has
arisen
to
compromise
the
independence
of
the
internal
audit
and
c
receive
the
report
providing
information
relating
to
the
monitoring
of
urgent
decisions.
B
Members
content
to
accept
those
recommendations,
see
nods
and
indications
fantastic.
In
that
case,
let's
move
to
agenda
item
9
the
internal
audit
plan
o2
jonathan
again,
thanks.
I
So
this
report
presents
our
internal
audit
plan
for
2022-23,
so
the
report
itself
runs
through
the
process.
That's
involved
in
putting
that
plan
together,
including
the
legal
and
the
regulatory
background
there.
So
we
have
a
very
well
established
planning
process
that
draws
upon
a
number
of
sources
and
how
we
put
that
plan
together.
So
we
obviously
take
on
board
the
risk
register
and
the
key
risks
to
the
council.
At
the
moment
we
consult
with
various
plans.
I
We
also
consult
with
yourselves,
obviously,
as
a
committee
we've
consulted
across
the
council,
so
we've
consulted
with
tom
as
chief
executive
victoria,
section
151
officer
management
across
the
authority,
including
the
monitoring
officer,
and
we
also
speak
to
our
core
cities,
partners
and
our
south
and
west
yorkshire
partners.
So
we
build
up
a
balanced,
risk-based
plan
there
that
that
we
feel
reflects
the
priorities
and
the
main
risks
at
the
time.
I
So
we've
looked
at
our
activities
as
a
team
try
to
make
sure
we
have
sufficient
time
there
for
team
development
and
training
activities
for
well-being,
related
activities
and
that
sort
of
thing,
but
also
making
sure
that
we
really
do
maximize
the
available
resource
to
develop
to
those
core
assurance
providing
activities
so
you'll
see
within
the
plan.
There
are
a
number
of
specifically
defined
pieces
of
audit
work
where
we
expect
an
assurance
report.
I
We
also
draw
up
on
a
multitude
of
other
sources
which
we
class
within
our
productive
resource
time
so
where
we
attend
boards
committees
or
where
we
feed
into
projects
like
explain
to
council
of
foster
about
the
ongoing
project
there.
I
These
are
all
areas
which
we
bring
together
to
contribute
towards
that
opinion
over
the
course
of
the
year.
So
if
we
look
at
the
plan
itself,
financial
risk
obviously
represents
a
key
theme
that
runs
throughout
the
plan.
I
think
almost
70
percent
of
the
planned
audits
cover
an
element
of
financial
management,
so
you'll
see
there's
a
column
there
with
the
assurance
streams
that
show
that,
even
though
an
audit
might
not
specifically
appear
to
be
financially
focused,
there
are
areas
of
financial
management
within
that
audit.
So
we
take
the
assurances
from
that.
I
Similarly,
with
the
council
moving
towards
cloud-based
solutions
and
obviously
cyber
security,
still
reflecting
a
very
prominent
national
risk,
we've
increased
the
time
that
we
have
available
to
carry
out
assurance
work
in
the
ict
and
information
governance
area
and
there
are
other
defined
pieces
of
audit
work
in
the
plan
that
will
give
us
the
opportunity
to
look
at
the
implementation
and
integration
of
it
systems
as
well
transformation,
obviously
a
very
prominent
area.
So
we
have
a
substantial
piece
of
work
providing
program
assurance
around
the
council's
core
business
transformation
program.
That's
the
one!
I
I
So
coverage
across
directorates
is
obviously
determined
based
on
the
level
of
perceived
risk.
At
the
time
that
the
plan
is
put
together.
I
mentioned
in
the
last
report
around
the
need
for
the
plan
to
be
flexible
in
nature,
so
obviously
adults
and
children's
time
has
increased
for
the
coming
year
and
that
will
account
for
some
of
those
audits
that
we
have
moved
and
deferred
into
the
new
year
for
timing
purposes.
I
We're
also
conscious
that,
for
example,
in
children's
services
at
the
moment
is
an
ongoing
offset
inspection
and
I
believe
the
report
from
the
offset
inspection
is
due
on
the
19th
of
april.
So
we
set
aside
time
to
make
sure
that
we
can
react
to
the
the
outcomes
and
the
actions
that
come
out
of
that,
so
that
at
that
point
we
can
consider
what
we
need
to
do
with
that
service
to
support
them
in
prioritizing
actions
and
again
should
we
feel
that
we
need
to
then
prioritize
a
specific
piece
of
audit
work.
I
In
response
to
that,
we
have
the
opportunity
to
do
that,
because
we
have
the
suitable
time
to
respond
to
new
and
emerging
risks.
That
will
give
us
that
opportunity,
tackling
fraud
and
corruption
is
obviously
an
ongoing
priority
and
something
that
we
retain
some
level
of
ownership
over
in
internal
audit.
So
we
have
a
substantial
amount
of
time
in
the
plan
there
for
us
to
oversee
both
the
proactive
activities
and
we've
been
developing
a
training
program
which
you
you
will
have
seen
in
the
quality
assurance
improvement
program.
I
So,
as
I
say,
the
plan
does
retain
a
good
amount
of
contingency
so
that
we
can
continue
to
respond
and
prioritize
and,
as
you
will
have
seen
in
the
previous
report,
we
are
transparent
over
where
there
are
additions
or
deferrals
or
deletions
from
the
plan
so
where
the
risk
profile
of
the
authority
does
change
and
where
the
plan
does
change
over
the
year.
Those
changes
will
obviously
be
reported
through
to
members.
So
members
have
the
opportunity
to
comment
on
that
exactly
as
you
should.
So
that
is
that's
my
presentation
really
around
the
plan.
I
So
again,
I'm
happy
to
take
any
questions
where
they
come.
E
Just
one
question
chair
relating
to
the
table
on
page
97
and
the
first
item
regarding
audi
of
kobe
kobe
grant.
E
A
Hi,
yes,
we're
continuing
with
the
post
payment
assurance
of
all
the
covered
grants
that
have
been
issued
through
the
council.
This
work
will
continue,
we're
still
paying
out
omicron
grant
so
we're
using
the
nfi
tool,
we're
also
using
spotlight,
which
are
digital
data
data
matching
services.
A
So
I
will
provide
an
update
report
in
the
biannual
counter
fraud
report.
A
A
I
believe
that
is
due
at
the
end
of
may
so
the
the
areas
that
we
are
picking
up
we
are
looking
to
recover
refer
to
the
police
and
other
agencies
where
relevant.
So
I
can't
give
you
the
exact
figures
at
this
point
in
time,
but
I
can
provide
that
outside
of
the
meeting.
E
That's
really
helpful,
that's
fine
by
me
and
also.
I
think
the
committee
would
seek
reassurance
that
we
have
adopted,
as
robuston
approaches
was
possible
in
terms
of
the
disbursement
of
these
grants.
B
F
Thank
you,
chair,
yeah,
just
one
on
resourcing.
If
I
may,
in
paragraph
3.1,
you
refer
to
the
size
of
the
internal
audit
team
at
the
start
of
this
coming
year,
being
I'm
working
out,
I'm
guessing
one
fte
are
thereabouts
less
than
it
was
at
the
start
of
the
previous
year.
F
There
are
thereabouts,
but
you
are
envisioned
that
it
will
increase
during
the
year
and
then
you
go
on
to
say
that
the
audit
plan,
as
it's
set
out
for
the
coming
year,
is
around,
I
think,
just
short
of
200
days
more
than
the
previous
year.
F
So
those
figures
I'm
assuming
better,
based
on
the
fact
that
you
will
get
that
additional
bum
on
seat,
but
even
so
it
is
it
enough
is
my
question:
are
you
satisfied
that
you
have
the
resource
that
you
need
to
deliver
the
plan
that
you're
setting
out
for
us
today
and
then
linked
to?
F
That
is,
if
you
don't,
if
you
don't
get
that
resource,
do
you
have
sufficient
contingency
to
allow
you
to
still
deliver
the
plan
that's
in
front
of
us
and
or
which
are
you
in
a
position
to
say
which
audits
would
drop
off
the
plan
if
you
were
had
you
know
if
you're
forced
in
in
that
direction?
F
I'm
always
mindful,
as
you
said,
jonathan,
that
the
plan
is
dynamic,
it
needs
to
be
refreshed
on
an
ongoing
basis
to
respond
to
risks
as
they
emerge,
which
is
great,
but
it's
good
to
have
in
your
back
pocket
the
what?
If
so,
if
you
don't
get
that
resource
or
if
you
do
get
that
resource
you're
still
possibly
going
to
be
a
bit
short
and
what
are
your
plans
if
that
does
come
to
fruition?.
I
Thank
you
linda
valid
questions.
Certainly
so,
first
off
I
mean
yes,
there
are
there
abouts,
it
is
one
fte
lower.
One
of
our
auditors
moved
into
financial
services,
but
that
doesn't
I
mean
the
the
increase
in
productive
days
for
the
plan
doesn't
entirely
rest
upon
that
replacement.
I
So
there's
some
foreseen
internal
movement
around
increasing
errors,
for
example,
and
also,
as
we
said
in
paragraph
3.2
there
we
have
had
quite
a
squeeze
on
on
our
time
and
how
we
spend
our
time
and
look
to
prioritize
that
so
that
we
can
devote
as
much
as
we
can
to
what
we
class
as
productive
audit
activities.
Now.
I
Part
of
that
is
because
we've
looked
at
what
we
can
do
differently
and
part
of
that
is
because
we've
evaluated
how
I
guess-
we've
reported
some
of
this
to
the
committee
in
the
past
and
what
we
have
reflected
as
time
to
contribute
to
these
activities.
So
perhaps
we've
done
ourselves
a
disservice
in
the
past
by
not
recording
all
of
the
time
that
we
spend
on
our
client
liaison
activities
as
core
assurance
providing
activities.
I
So
we've
tried
to
be
a
bit
fairer
this
time
in
that,
because
they
obviously
are
activities
that
do
contribute
to
that
opinion,
and
you
do
see
those
coming
through
in
the
report,
but
obviously
as
as
you've
highlighted
as
well.
The
calculation
is
based
upon
profiling
over
the
year
of
our
staffing
resource,
so
we
do
anticipate
or
we
have
factored
in
some
additional
resource
and
we
are
undergoing
something
of
a
service
review
at
the
moment.
It's
difficult
for
me
to
be
able
to
comment
on
that.
I
I
am
obviously
part
of
the
audit
team,
but
that
service
review
will
obviously
look
again
at
the
most
effective
way
that
we
deliver
our
service
again
with
review
on
making
sure
that
we
are
getting
the
absolute
most
from
the
resource
that
we
have.
I
So
I
do
feel
confident
in
saying
that,
at
the
current
time,
irrespective
of
any
additional
resource
coming
in,
we
do
have
what
we
need
to
to
deliver
danielle
opinion,
and
I
would
be
confident
in
saying
that,
but
that
is
obviously
something
that
we
have
to
keep
an
eye
on
throughout
the
year.
Obviously,
our
head
of
audit
meets
with
victoria
section
151
officer
regularly,
and
if
we
had
concerns
about
our
resource
position,
we
would
obviously
raise
it
through
that
route.
I
At
the
moment,
we
believe
it
is
okay
in
terms
of
what
would
drop
off
the
plan
first,
were
we
to
feel
it's
at
risk?
I
wouldn't
think
I'd
be
in
a
position
now
to
to
give
you
specific
audits
that
would
drop
off
there
right
now,
but
we
are
trying
to
obviously
get
our
plan
working
so
that
we
know
what
are
the
immediate
priorities.
F
B
Great
okay,
any
further
questions
nope
in
that
case,
are
we
prepared
to
approve
the
proposed
internal
audit
plan
for
22
23.,
see
nods
from
members
around
the
room,
fantastic
in
that
case,
let's
move
on
to
item
12
the
work
program,
kate,.
C
This
is
the
work
programme
for
the
next
municipal
year.
It's
the
the
usual
selection
of
regular
updates
and
annual
assurance
reports
with
two
extra
reports
that
are
coming
as
as
ad
hoc
reports
to
the
committee
first
at
the
beginning
of
the
year
in
relation
to
the
best
city,
ambition
and
the
governance
arrangements
that
underpin
that
to
make
sure
that
we
really
are
delivering
that
strategic
plan
and
then,
at
the
end
of
the
year,
a
report
in
relation
to
our
estate
management
arrangements,
which
were
last
considered
by
the
committee
back
in
june
2018.
E
Very
last
one
on
the
very
last
page
appendix
b,
sit
for
his
position
statement.
I
just
wonder
whether
it
would
be
helpful
for
the
committee
at
some
stage
to
have
a
report
that
reflects
how
far
the
operation
of
this
committee
complies
with
those
elements.
I
know
we
do
it
kind
of
sporadically
in
different
ways,
but
it
would
be
a
good
way
of
the
audit
committee
auditing
itself.
C
We
use
that
as
part
of
our
tool
when
we're
drafting
the
annual
report
for
the
committee,
which
you
approve
in
june.
So
when
we
bring
that
report,
we'll
try
and
bring
fuller
information
for
you,
so
that
you've
you've
got
those
two
things
put
together
and
you
have
that
opportunity
to
do
that.
Audit
for
yourselves.
B
B
Great
we
prepared
to
accept
the
committee's
work
program.
Yep
nods
and
smiles
are
in
the
room,
fantastic
in
that
case.
It
remains
just
to
say
that
the
time
and
the
place
of
the
next
meeting
is
2
p.m.
On
friday,
the
24th
of
june
2022
meeting
concluded.
Thank
you
all
for
your
attendance
on
your
contributions
and
it
was
a
meeting
that
didn't
involve
any
terrifying
climate.