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B
Good
morning,
council
pauline
okay
and
I
think,
when
we're
now
live,
so
welcome
to
this
meeting
of
the
corporate
governance
audit
committee
on
the
14th
of
december.
Everyone
is
very
welcome
and
anyone
watching
online
even
now
or
later,
thank
you
for
joining.
Hopefully
you'll
find
this
meeting
informative.
If
not
riveting,
can
I
today
I'd
just
like
to
go
through
some
introductions
to
start
with
and
then
we'll
go
on
with
the
business
of
the
meeting?
B
What
I'll
do
is
I'll
start
by
just
reading
out
your
names
as
we
go
through
through
the
list
on
my
as
it
is
on
my
screen
just
so
we
introduce
everyone
once
if
that's
okay
and
I'll
start
with
myself,
so
I'm
councillor
manager,
scopes,
I'm
the
chair
of
this
committee
and
I
represent
the
beast
in
the
holbeck
award.
B
So
next
on
my
screen
is
councillor
truswell.
B
Thank
you
councillor.
B
Thank
you,
councillor
harrison.
B
All
right,
councillor,
bentley.
F
Good
morning,
everyone
council,
jonathan
taylor,
horse
with
ward.
B
B
Thank
you
graham.
B
Hi
graeme
tim.
B
Thank
you
very
much,
laura.
B
Thank
you,
john.
B
Great,
thank
you,
everyone.
If
I've
missed
you,
please
speak
now,
no
good!
Thank
you
very
much.
Everyone
thanks
for
coming
on
to
the
agenda
john.
B
Thank
you
item
two.
A
Under
item
two,
there
are
no
items
which
require
the
exclusion
of
the
press
or
public.
Thank
you
under
item
three,
I'm
unaware
of
any
late
items
of
business
under
item.
Four
apologies
for
absence.
I
don't
have
a
new
apologies
for
absence.
B
B
B
D
Yes,
chair
yep,
looking
at
item
47
on
page
seven,
which
is
obviously
still
in
the
queue
for
for
action
end
of
december,
which
is
is
taking
to
my
mind
quite
a
long
time,
but
really
chair.
There's
two
issues
here,
which
are
not
quite
identical.
D
One
is
that
the
question
of
enforcement
on
the
city
council
land,
which
I
think
is
a
genuine
problem
and
a
serious
problem
and
needs
needs
attention.
But
the
other
thing
which
I
was
trying
to
draw
attention
to
was
the
sort
of
the
habitats
has
developed
of
granting
dispensations.
We
can't
achieve
council
policies
in
many
inner
city
wards,
and
so
we
say
well,
we
can't
manage
it.
We
do
our
best,
which
sounds
reasonable,
but
it's
a
cumulative
effect.
D
It
happens
time
and
time
and
time
again
I
can
go
back
to
20
years
of
sort
of
service
bias
decision
making
in
planning,
because
we
can't
achieve
the
planning
objectives
for
the
the
area
and
that's
what
I'm
worried
about
that.
No
one's
keeping
track
of
the
cumulative
effect
of
this
that
we
we
grant
a
dispensation
one
developer.
We
do
the
same
next
week.
We
do
the
same.
D
A
year's
time-
and
they
all
add
up
and
it's
that
side
of
things,
which
I
also
want
to
to
focus
on
as
well
as
the
very
legitimate
question
of
enforcement
in
lcc
land,
which
I
agree,
is
an
important
issue.
B
I
don't
think
that's
that's
fair.
I
hear
what
you're
saying
and
I
hear
your
concern
and
I'm
I'm
happy
to
discuss
it
in
in
a
meeting,
but
I'm
not
sure
necessarily
it's
something
that
was
discussed
specifically
at
the.
B
B
D
B
Okay,
so
in
terms
of
that,
these
minutes
we'll
come
back
to
you
counseling
earth
at
mata's
horizon.
If
that's
okay,
because
there's
a
matter
rising
on
that
point
which
you'll
have
another
comment
on,
I'm
sure
imminently
I'll,
prepare
myself
for
that,
but
any
other
sort
of
points
of
accuracy
we'll
get
do
those
first.
B
No,
so
I
think
that
means
that
we
are
satisfied
with
the
minutes
and
we'll
move
on
to
matters
of
rising
and
I'll
pass
over
to
kate
in
the
first
instance.
But
please
indicate
if
you
want
to
speak.
G
Thank
you
chair,
so
matters
arising
item
47
on
page
7
of
the
agenda
pack.
G
G
There's
been
a
delay
because
of
staffing
changes
within
the
service
item
48
on
page
8.
There
was
an
email
circulated
on
friday
evening.
So
that's
the
11th
of
december
containing
separate
documents
giving
members
details
on
waivers
right
to
buy
fraud
and
limited
opinion
reports,
item
49
key
action.
G
4
of
the
annual
governance
statement
was
amended
as
requested
by
the
committee
and
has
been
signed
off
now
by
the
chief
executive
monitoring
officer,
section
151
officer,
the
leader
and
the
chair,
and
is
sat
waiting
to
be
published
alongside
the
accounts
when,
when
that's
right,
a
review
of
all
the
key
actions
listed
in
the
2020
ags
has
been
undertaken
and
at
the
current
time
that
they
are
all
on
track.
G
So
there's
no
intention
to
bring
a
specific
report
to
committee
unless
we
identify
that
there
are
issues
with
meeting
those
key
actions
and
finally
item
50.
I
believe
we
going
to
receive
a
verbal
update
on
that
matter.
B
Thank
you
I'll
bring
in
counselling
where
first
on
item
47
and
anything
else
he
wants
to
raise.
D
Well,
chad,
I
think
I
I'd
rather
jump
the
gun
on
you
by
by
raising
it
and
and
matters
of
accuracy,
but
I
I
don't
I
I
hope
I've
summarized
correctly,
the
the
the
second
concern,
because
it
is
a
real
concern.
It
doesn't
just
affect
curse
the
effects
in
the
city
wards
across
the
the
piece,
and
it's
often
about
provision
of
green
space
and
development
that,
because
we
are
very
densely
built
up,
we've
not
got
very
much
green
space.
D
It's
difficult
to
to
provide
the
green
space
that
people
are
entitled
to
in
in
the
city
wards
and
what
what
is
me
is
that
we
repeatedly
say
throw
our
hands
in
the
air
and
say:
well.
We
just
can't
manage
it
on
this
particular
development
and
don't
keep
tabs
on
the
cumulative
effect
over
many
many
years
of
repeatedly
giving
ourselves
a
dispensation
not
to
meet
the
green
space
targets
and
that
that
makes
the
problem
an
awful
lot
worse.
B
B
Thanks
for
that
counselling,
is
it
worth
on
that
particular
item?
Is
it
worth
referring
that
to
a
scrutiny
board
in
terms
of
saying
to
them?
This
is
in
terms
of
how
decisions
are
made
so
in
terms
of
how
decisions
are
made.
Yes,
that's
us,
so
it's
the
governance
process
in
terms
of
what
decisions
are
made.
That's
a
scrutiny,
question
and
so.
B
Would
you
consider
it
on
your
on
your
work
program
and
then
that
feels
like
the
howard
decisions
that
what
decisions
are
made
are
a
scrutiny
and
I
think
it's
probably
is
it
counselor
trustworld
scrutiny
board
that
would
look
at
this
trust.
Will
you
come
in
please.
C
Yeah,
it
is
in
the
chair
and
it's
something
which
I
think
we
would
be
quite
happy
to
look
at.
We
do
actually
look
at
departures
in
respect
of
housing
mix
so
where
sufficient,
affordable
housing
as
another
example
of
what
john's
talking
about
comes
into
play.
So
I'm
sure
that
we'd
be
prepared
to
to
add
that
in.
Although
I
have
to
say
the
last
time
we
looked
at
housing
mix
was
only
a
month
or
two
ago,
so
it
might
have
to
wait
in
line
for
a
while.
C
B
D
I
hope
in
terms
of
just
the
the
audit
function,
we
could
actually
look
at
the
figures,
because
that
would
save
everybody's
time
and
they're
just
objective
facts
that
would
illuminate
a
discussion
subsequently.
Obviously,
most
of
my
examples
have
drawn
from
from
kirksville,
but
I'm
not
suggesting
that
kirsten
is
uniquely
badly
done
by.
I
think
it
applies
to
lots
and
lots
of
inner
city
wards,
which
is
where
it's
difficult
for
us
to
hit
the
targets.
B
So
so
I
mean
we're
in
the
situation
where
we
we
did.
Look
at
this
like
last
meeting
we're
getting
an
update
report,
hopefully,
which
we
will
look
at.
Is
it
on
the
agenda
to
receive
it
in
in
february,
kate,.
B
G
It
isn't
on
the
agenda
as
an
update
report.
Okay,.
B
Then,
wouldn't
it
in
terms
of
when
we
look
at
it
so
as
if
I
think
what
we
need
to
do
so
counseling
worth
is
what
I
don't
want
to
do
is
get
drawn
into
a
security
debate,
and
so,
let's
let
me
let
me
cochitate
on
that,
a
little
bit
on
how
best
to
move
that
forwards,
but
I
think,
in
terms
of
the
definite
actions,
we
will
definitely
action
that
passing
it
to
councillor
trussville
and
his
board
and
we'll
also
look
at
these
this
protocol,
when
it
comes
comes
through
whether
we
formally
look
at
it
in
in
the
sitting
of
this
meeting
or
whether
we
circulate
a
discussion
around
the
members
of
this
board.
B
I
I
don't
know
yet,
but
I
I
recognize
the
point
you
made.
I
hope
that's,
that's.
Okay,
counselling
worth.
C
B
C
Thank
you
chair.
Could
I
could
I
just
say
yes
counselor
when
you
write,
you
could
actually
mention
that
it
was
raised
that
our
committee
by
councillor
rillingworth,
then
that
would
give
an
opportunity
for
us
to
invite
councillor
illinois
to
any
meeting
to
kind
of
elucidate
on
the
points
that
he
wants
to
address.
B
B
J
Shall
I
just
sophie
woods
chair
in
opening?
If
that's
okay,
that's.
B
J
So
I
mean
obviously
it's
a
fairly
detailed
paper.
That's
attached
on
business
continuity,
it's
an
annual
feature
of
this
board
and
we
really
appreciate
the
help
that
this
board
has
provided
over
the
years
in
terms
of
driving
the
ambition
around
business
continuities
as
well
as,
obviously
we
know
it's
a
statutory
function
and,
as
you
know,
we
have
kind
of
82,
critical
services
and
and
but
obviously,
in
a
way,
business
continuity.
It's
got
a
broader
application
than
just
those
h2
critical
services.
J
I
guess
in
reflecting
on
this
report.
Our
business
continued
planting
plans
have
never
ever
been
tested,
quite
so
much
as
they
have
in
the
last
few
months.
You
know
whether
we
look
at
obviously
the
covered
implications,
but
obviously
also
officers
have
been
working
on.
You
know
what
might
happen
in
relation
to
brexit,
depending
on
the
the
nature
of
the
eu
exit,
the
financial
challenges
which
have
led
to
significant
workforce
challenges.
J
You
know
just
the
general
kind
of
cyber
community
risks
etc.
There's
you
know
plenty
going
on.
That's
been
tested
out,
tested
our
business
continuity
plans.
The
reason
we've
got
tim
here.
I
just
wanted
to
mention
a
really
practical
aspect
of
that
financial
and
workforce
change.
Nigel
street,
who
you
know
you
know,
has
provided
the
leadership
on
this
area
in
recent
years
and
you
know
been
a
regular
attender
at
this
committee,
retired
as
part
of
the
early
leavers
initiative.
J
I
think
our
thanks
go
to
him,
for
the
work
he's
done
on
establishing
you
know
was
in
line
with
british
standards
and
some
good
practice,
and
you
know
very
very
rigorously
trying
to
make
sure
those
business
continuous
plans
were
always
bang
up
to
date,
etc.
Tim
will
be
taking
on
that
business
continuity
lead
it's
in
safe
hands.
J
It
will
be
integrated,
along
with
our
approach
to
risk
management
and
performance
management,
which
does
you
know,
makes
sense
as
well
and
in
terms
of
the
broader
resilience
and
emergencies
function
that
will
be
reporting
into
alex
mchugh
and
hannah
in
the
chief
executive's
office.
It
will
all
still
stay
within
my
service
area,
so
plenty
of
positive
developments
there,
although
clearly
we're
going
to
miss
nigel's
capability
and
capacity.
J
So,
as
I
mentioned,
kobe
has
been
a
real
test
of
our
ability
to
sort
of
plan
and
respond.
You
know
massively,
you
know,
we've
been
kind
of
standing
up
services
and
you
know
standing
them
down
and
adapting
them
making
them
covered
secure.
J
It's
been
such
as
you
know,
very
extreme
and
presented
multi-faceted
challenges
that
have
challenged
every
organisation,
but
to
be
fair,
I
think
that
you
know
the
council
has
responded
well
to
this,
whether
that's
our
frontline
staff,
where
services
you
know,
were
crucial
to
the
public
and
needed
to
be
kept
going,
how
we
handled
those
with
you
know,
fulfilling
making
sure
people
were
safe
in
terms
of
ppe
and
supporting
our
staff,
for
example,
particularly
those
who
were
clinically
extremely
vulnerable.
J
All
the
back
office
work
where,
as
you
know,
because
it's
impacted
on
members
hugely
as
well,
everybody
kind
of
immediately
worked
from
home
and
the
contact
center
even
has
been
run
from
that
remote
location.
So
incredible
effort
from
lots
of
service
areas,
in
particular
this
to
to
be
able
to
you
know,
have
us
all
do
that
in
a
way
that
you
know
was
secure
and
you
know
well
supported
in
terms
of
hr
and
was
actually
able
to
continue
to
do
lots
of
business.
J
Obviously,
it's
not
for
this
report
board
in
relation
to
the
the
full
response
and
recovery
for
covid.
That's
been
reported,
as
you
know,
through
executive
board,
but
the
organizational
silver
group
we
have
had,
which
has
been
chaired
by
the
director
of
resources
and
housing,
has
been
key
to
the
way
that
business
continuity
has
functioned
during
this
period.
J
J
So
I
mean,
I
can
hand
over
to
tim,
just
to
give
a
little
bit
more
detail
on
the
report,
but
I
did
just
want
to
open
with
those
comments.
Given
you
know,
we
are
in
quite
a
different
year
for
this
annual
report.
I
hope
that's
helpful,
chair.
E
Yes,
I
think
marion's
provided
an
excellent
round
of
business
continuity
management.
This
year
it
has
been
a
very
challenging
year,
but
it's
worth
also
saying
that
those
key
controls
for
business
continuity
management
are
still
in
place,
particularly
the
direct
resilience
groups
that
oversee
business
continuity
management
in
each
of
the
the
directorates
and
also
the
the
local
resilience
forum.
West
yorkshire
prepared
I've
taken
over
from
nigel
and
I
started
attending
those
meetings,
and
I
can
clearly
see
the
the
fit
with
risk
management,
as
well
as
business
continuity
management.
E
So
it's
been
beneficial
to
to
start
attending
those
meetings
and,
as
mariana
mentioned,
that
the
big
challenges
still
remain
around
covid
brexit
and
also
cyber,
and
so
one
of
the
things
I'll
be
focusing
on
over
the
next
year,
will
be
making
sure
that
our
business
continuity
plans
are
up
to
date.
In
those
regards,
so
it's
going
to
be
a
challenging
year
ahead,
but
also
quite
quite
exciting,
from
a
business
continuity
management.
Point
I'm
happy
to
answer
any
questions
on
the
report.
B
Thank
you
very
much.
Does
anyone
if
you
want
to
speak
or
question,
please
can
you
indicate.
D
D
E
And
chair
and
apologies,
first
of
all
for
being
ever
so
slightly
late,
just
about
on
the
well.
The
plans
themselves
have
to
match
a
lot
of
being
said
about
the
the
effects
of
covered,
which
is
obvious,
but
were
the
plans
that
we
had
in
place
prior
to
march
up
to
scratch,
or
did
we
have
to
do?
We
have
to
change
plans,
and
I
know
I
know
everyone
changed
plan
both
household
and
I
did
my
employment
as
well.
E
We
all
had
to
change
plans
as
we
went
along
because
this
was
quite
new,
although
international
pandemic.
Couldn't
you
know
it
was
probably
most
organizations
and
business
continuity
plans
in
some
way
or
over?
How
much
did
we
have
to
change
as
we
went
along
or
how
much
was
pretty
much
up
to
scratch
even
before
march.
J
Need
to
take
that
one
chair,
certainly
thank
you
for
that
castle
got
a
really
valid
question.
I
think,
to
a
degree
I
mean
what
was
good,
that
we've
had
those
plans
in
place,
but
I
think
inevitably,
in
terms
of
some
of
the
specifics
there
was
some
adaptation
was
required
and
I
would
argue,
that's
probably
the
same
for
every
organization.
J
We
did
have
a
pandemic
plan
and
it
had
been
exercised
in
the
last
couple
of
years.
So
actually
we
were
relatively
well
prepared,
but
I
don't
think
anybody
could
have
been.
You
know
absolutely
prepared
for
something
of
the
nature
of
covid.
It's
just
so
different,
and
you
know,
as
we've
seen
from
you
know,
every
organization
and
the
you
know
the
way
it's
been
handled
across
the
world.
J
Actually,
I
don't
think
anybody
had
you
know
business
continuity
plans
that
were
ready
to
literally
be
taken
off
the
shelf
and
implemented,
but
what
I
think
ours
gave
us
was
a
very
good
base.
So,
for
example,
the
fact
that
we
were
able
to
get-
I
think
it
was
graeme-
will
probably
correct
me
in
terms
of
numbers,
but
I
think
we've
had
around
about
9
000
people
working
from
home.
J
The
fact
that
we
were
able
to
do
that
at
very
short
notice,
including
delivery
of
frontline
services,
the
one
I
always
use
is
the
contact
center,
because
I
think
it's
just
it's
quite
impressive
to
be
able
to,
you
know,
run
a
contact
centre
and
you
know
at
the
time
it
was
under
significant
pressures,
because
if
you
remember,
we
also
introduced
the
the
covid
helpline
as
well
as
dealing
with
people
who
were
really
anxious
and
worried
lots
of
benefit
inquiries
council
tax
inquiries,
so
I
think
they
did
prove
very
useful
and
a
really
good
base,
but
inevitably
needed
some
slight
adaptation.
J
Likewise,
I
don't
think
anybody
ever
you
know
we've
never
heard
of
the
term
covert
secure.
We
didn't
really
know
what
social
distancing
was.
I
don't
think
we'd
ever
had
to
use
ppe
to
the
same
degree.
So
those
are
the
kind
of
adaptations
that
have
been
needed
to
make
the
the
our
plans.
You
know
specific
for
for
the
covid
scenario.
What's
I
think,
being
quite
impressive,
that
would
again
probably
wasn't
in
a
business
continuity
plan
is
the
way
that
many
other
services
have
gone
online.
J
B
D
Well,
if
you
want
me
to
speak
things
along
a
bit,
what
I
was
raising
with
was
the
question
of
who
does
what,
after
a
huge
number
of
early
retirements
and
so
forth,
there
are
massive
holes
in
the
system
which
looks
a
bit
like
swiss
cheese.
D
As
far
as
I
can
see,
and
it's
a
question
of
having
an
efficient
system
not
just
for
members
but
the
public
as
well
that
directs
them
to
the
right
person
to
handle
their
inquiry
when
that
is
changing
rapidly
on
a
daily
basis,
and
that
was
very
seeking
really
that
we
were
put
some
effort
into
trying
to
redirect
people
to
the
correct
officer
to
to
handle
their
their
inquiries
and
do
so
in
an
efficient
system
that
would
tolerate
large
numbers
of
people
leaving
it's
a
shame
that
that's
happened
was
much
better.
J
Do
you
want
me
to
pick
that
up
and
then
maybe
graham
can
add
some
more
specifics?
I
mean
obviously
the
fact
that
we
are
having
to
use
that
is.
It
is,
as
you
say,
it's
unfortunate
but
necessary.
I
think.
What's
compounded,
it
was
the
fact
that
we
had
to
let
some
people
go
at
much
shorter
notice
than
ordinarily.
J
We
would
do
so,
and,
and
most
managers
in
the
council
have
been
faced
with
that,
where
the
normal
transition
that
you
would
use
to
make
changes
and
to
you
know,
induct
people
into
the
new
role
and
make
sure
the
transition
was
really
effective,
all
the
contact
details
etc.
We
haven't,
for
those
that
left
recently
have
the
opportunity
to
do
that.
There's
some
important
things
to
remember,
though,
mostly
are
you
know
our
kind
of
lines
to
the
public,
and
you
know
contact
numbers
for
the
public
emails
for
the
public
website,
etc.
J
All
that
stays
the
same
so
in
terms
of
access
into
the
council
for
the
public.
Hopefully,
there's
not
that
much
difference
clearly
for
members,
there
is
some
difference
and
we've
tried
through
the
notes
that
we've
done.
You
know
to
make
sure
that
we
are
clear
in
terms
of
who
is
leading,
which
functions
that
where
there
have
been
changes
and
as
I've
just
outlined,
nigel
is
a
casing
point.
J
The
other
big
thing
that
we've
been
encouraging
people
to
do
is
make
sure
that
their
details
on
insights
are
up
to
date,
because
really
that
should
be
our
first
source
of
you
know.
I
need
to
a
housing
inquiry
or
I
need
something
about
sheltered
accommodation
or
you
know,
whatever
the
nature
of
the
inquiry
is,
you
know,
can
quickly
sort
of
type
something
into
insight,
and
then
it
can
come
up
with
who's
best
to
to
contact.
D
Could
I
say
that
that
insight
is
a
very
good
example.
It's
very
variable,
some
of
it's
absolutely
excellent.
People
have
written
little
essays
and
really
helpful
things
or
other
ones,
there's
hardly
anything
there
and
you
can't
even
find
the
office's
name
without
searching
diligently.
So
it
is
an
area
with
very,
very,
very
valuable
performance.
I
I
think
mariana
gave
a
really
comprehensive
answer
there.
One
thing,
I'd
just
add
is
just
to
remind
everybody
that
whenever
an
early
leader
initiative
request
is
considered,
there's
a
full
business
case
that
is
run
through
at
local
level
by
the
service
managers,
and
hopefully
that
gives
everyone.
The
result
reassurance
that
all
the
necessary
checks
are
taking
place
in
terms
of
those
changes
at
local
level.
B
Yeah-
and
I
guess
one
of
the
challenges
counseling
worth
is
probably
noticing
is
that
whilst
there
are
mailboxes
which
we
should
use,
probably
should
use
more,
where
you
have
a
working
relationship
with
an
individual,
you
mail
them
and
if
they
go,
that's
that's
hard
and
that's
the
reality
of
people
leaving
when
we
have
to
refer
back
to
the
mailboxes.
C
B
You
councillor
cheswell
councillor
taylor
and
then
I've
I've
seen
councillor
hammond
as
well.
F
Thank
you,
chair
marianna,
just
said
things
are
a
work
in
progress.
I
think
that's
covers
a
lot
of
what
we
will
be
discussing.
F
I
just
have
two
points
if,
if
I
may,
the
first
being
on
the
the
rollout,
it
says
at
5.2.1,
of
of
microsoft
teams
us
being
able
to
speak
to
each
other
throughout
this
pandemic
has
been
integral
to
the
whole
council
being
able
to
continue
to
run
personally.
I've
found
skype
to
be
particularly
difficult
to
use
and
it's
been
very
inconsistent
and
I've
found
the
same
with
teams
really
and
zoom,
which
has
been
the
only
format
which
is
the
format
as
well
we're
using
at
the
moment.
F
But
it's
the
only
format
which
I've
had
any
consistency
with
is
the
one
officers
tell
me
they're
most
frowned
upon
for
using,
so
I'm
just
wondering
how
the
rollout
of
teams
has
worked
across
across
the
organization,
and
the
second
point
I
would
like
to
raise
is
on
5.2.5
of
the
report
and
the
supporting
futures
toolkit,
which
is
the
talent
pool
process
to
upskill
and
reskill
current
staff.
How
are
we
going
to
make
sure
that
staff
are
widely
aware
of
this?
F
Have
access
to
it
the
support
to
up
skill
and
reskill
if
they
need
to
to
apply
for
the
better
jobs
that
they
need?
I'm
particularly
concerned
about
our
bame
staff,
who
are
currently
over-represented
in
the
lowest
pay
grades
in
the
council
and
massively
under-represented
in
the
higher
pay
grades.
Thank
you.
J
Chair,
if
I
maybe
take
the
first
one
and
start
on
the
second,
but
then
graham
will
be
able
to
add
a
lot
more
on
the
the
second
one,
if
that's
okay,
councillor
taylor
and
in
terms
of
teams
roll
out-
and
you
know
that
general
thing-
I
think
we
probably
all-
have
shared
the
frustrations
of
skype
and
but
unfortunately,
although
we
were
planning
to
roll
out
teams
and
and
there's
a
fairly
major
m365
project,
that's
underway.
That
in
particular
will
also
see
us
move
to
a
community
cloud
as
part
of
that
rollout.
J
It
wasn't
ready
for
you
know
to
be
done
in
such
anger.
At
that
time,
the
latest
rollout
plan
for
teams
in
terms
of
the
full
organization
is
for
probably
february
march.
I
think
what
we've
had.
J
Therefore,
we've
had
a
little
bit
of
a
hybrid
system
where
there
was
a,
I
don't
know,
probably
sort
of
50
60
officers
had
teams
as
an
early
part
of
the
rollout
to
you
know,
test
it
and
trial
it
and
help
see
whether
or
not
it
made
improvements
and-
and
I
think,
if
you've
got
the
actual
app.
J
You
know
that
if
you've
got
teams
properly,
it's
actually
really
good,
but
I
think
where
you've
got
people
who
have
to
sign
on
as
a
guest
and
go
through
the
web,
and
forgive
me
I'm
not
I'm
not
mega
technical
but
hopefully
understand
enough
to
to
answer
this.
Then
you've
got
very
limited
functionality
on
teams,
whereas
once
you've
got
the
full
access,
it's
much
more
like
a
zoom
call.
You've
got
much
more.
You
know
visibility
of
who's
in
the
meeting
on
your
screen,
the
chat
function,
the
hand
function
etc.
J
So
I
think
when
we
get
full
teams,
it
will
be
much
better
and
it's.
It
offers
probably
much
better
collaboration
opportunities
than
the
tools
we've
had
so
far,
but
it
is
february
march
that
that's
planned
for
a
rollout
and
in
terms
of
supporting
futures.
J
I
think
the
only
thing
I
would
say
there's
lots
of
really
good
work
going
in
from
hr
colleagues
link
to
the
staff
networks
on
developing
this,
and
it
feels
like
a
really
exciting
development
to
put
in
one
place,
all
the
kind
of
support
that
staff
will
need
and
link
to
the
check-in
conversations
that
we're
having
with
our
teams
at
the
minute
about
those
personal
development
opportunities,
but
graham
will
do
a
much
better
job
of
explaining
that
one
than
me,
I
hope.
That's
okay,
chair.
I
Thanks
mariana
hi,
everybody
and,
and
yes
well,
what
we're
really
conscious
of
is
that
with
so
much
change
happening
at
the
moment,
for
so
many
people
at
the
council
that
we
do
provide
that
ongoing
skill
development
support
and
checking
as
marian
has
described
so
so
the
support
and
futures
toolkit
is
something
that
that
we've
pulled
together.
All
our
resources
and
support
into
one
place
and
are
now
sharing
that
with
staff
and
and
it
is,
it
is
about
supporting
people
who
are
potentially
leaving
the
organization
and
do
that
in
the
best
way.
I
It's
about
supporting
people
whose
roles
may
be
at
risk
too.
You
know
and
offering
them
some
support
through
our
redeployment
process,
but
also
it's
about
recognizing
that
for
those
people
that
will
be
staying
at
the
council,
too,
there's
still
challenges
for
them
that,
where
skills
development
may
help,
and
also
all
of
our
well-being,
work
that
we've
been
doing
extensively
during
covert
really
kicks.
I
In
so
marion
has
mentioned
a
couple
of
things
there
in
terms
of
the
importance
of
regular
check-ins
with
all
staff
and
we're
currently
in
that
process
of
making
sure
that
every
staff
member
has
a
one-to-one
conversation
with
their
line
manager
around
not
just
how
they're
feeling
you
know
with
everything.
That's
happened
at
the
moment,
but
also
given
an
opportunity
to
ask
any
questions
about
service
changes,
but
also,
really,
importantly,
just
to
just
have
a
conversation
around
their
personal
well-being
too.
I
So
there's
lots
in
place
for
all
staff
and
in
terms
of
the
question
around
how
we're
going
to
get
that
message
out
to
everyone.
Well,
one
way
is
through
those
one-to-one
conversations,
but
also
we
support
that
as
well
with
lots
of
webinars
and
lots
of
training
sessions.
I
Whole
team
sessions,
where
we're
trying
to
take
that
message
out
as
widely
and
as
quickly
as
we
can
and
and
in
terms
of
just
one
last
one
in
terms
of
the
the
implication
for
being
colleagues,
there's
an
awful
lot
of
work
that
we
are
doing
and
have
been
doing
since
july
to
really
work
collectively
with
all
bain
colleagues
across
the
organisation,
both
in
response
to
everything,
that's
been
happening
with
covert
and
the
disproportionate
impact
it's
had
on
being.
I
Colleagues
in
the
council,
but
also
in
terms
of
some
of
those
or
the
wider
issues
around
progression
in
the
organization.
You
know,
risk
assessments
to
make
sure
people
feel
properly
supported,
and
some
of
the
some
of
the
really
important
conversations
we've
been.
Having
is
around
really
understanding
those
lived
experiences
of
being
colleagues
and
as
planners
developing
and
with
the
full
backing
of
clt.
To
respond
to
that.
B
Thank
you,
graham,
I
think,
there's
probably
a
point.
That's
true,
but
we
haven't
mentioned
around
cost
in
terms
of
in
terms
of
zoom
and
stability,
if
I'm
honest
and
also,
I
think,
a
friend
of
mine
who
works
for
a
large
organization
with
over
15
000
employees,
he
his
company
has
has
teams
and
he
would
say
at
the
start,
it
was
terrible,
but
it
is
catching
up
with
zoom.
That's
just
just
a
comment
from
my
experience.
Counselor
taylor
did
you
want
to
come
back
on
any
comments.
F
Just
to
thank
two
colleagues
for
for
their
answers,
particularly
mariana
for
the
work
that
she's
been
doing
throughout
the
the
pandemic.
I
I
would
just
say-
and
it's
not
a
point
that
needs
answering
any
further,
just
a
note
to
say
that
I'd
like
to
see
how
we
progress
with
supporting
being
colleagues
within
the
council,
whatever
form
that
might
might
take
in
the
future,
but
I
think
it's
something
that
really
needs
to
be
tracked.
F
B
A
My
point
is
on
benchmarking
on
page
27
of
the
papers
4.2,
where
it
says
we
we
share
good
practice
for
the
west,
yorkshire,
local
authorities.
It
doesn't
specifically
mention
the
combined
authority,
which
is
a
major
influence
on
economic
life
in
in
leads
in
ourselves.
I
would
think
really
do
we
integrate
with
the
west
church
commentary,
which
is
about
to
become
much
more
prominent
and
have
a
much
greater
profile
when
we
have
a
mayor
and
it
has
a
budget
600
million
in
six
months
time.
It
doesn't
mention
them
and
I
wish
it
did.
J
Yeah
sure
I
can
provide
an
update
on
that
one
councillor
herron,
I
mean
obviously
there's
lots
of
engagement
with
the
combined
authority.
You
know
particularly
on
those
functions
it
has.
You
know
historically,
taken
the
lead
on
in
terms
of
transport,
educate,
economy,
skills,
et
cetera,
I
think
during
kobe,
there
has
actually
been
more
engagement
with
and
the
combined
authority
over
the
covet
response,
which
you
know
has
been
captured
in
the
executive
board
papers.
I
suppose
where
it
doesn't
feature
as
a
very
specific
thing
is
in
relation
to
business.
J
Continuity
plans
right
the
way
across
the
council,
because
it
would
be
more
just
for
those
where
it's
more
relevant,
but
the
reassurance
I
would
give
when
tim
talked
about
the
local
resilience
forum,
which
is
you
know,
the
body
that
each
area
has
to
have
as
part
of
the
civil
contingencies
act.
The
local
resilience
forum
is
at
a
west
yorkshire
level
for
us,
so
we're
we're
on
it
with
the
other
four
local
authority
areas.
J
The
combined
authority
played
quite
a
significant
role
in
that,
and
so
that's
where
some
of
the
engagement
takes
place.
Along
with
you
know,
public
health,
england,
the
nhs
environment
agency,
police,
fire,
etc.
So
that's
probably
where
the
the
engagement
takes
place
and
forgive
me
if
it
didn't
come
out
very
clearly
in
the
report,
but
certainly
there's
lots
of
liaison.
A
B
Thank
you
just
tim.
Do
you
want
to
come
in
as
well.
E
That's
right:
yes,
it's
worth
mentioning
the
the
synergies
between
business,
continuity,
management
and
risk
management,
and
earlier
this
year,
from
the
risk
management
point
of
view,
we
started
regular
contact
meetings
with
risk
management.
Colleagues
in
the
combined
authority,
and-
and
so
that's
one
of
the
things
that
we
can
bring
business
continuity
management
into
and
those
those
meetings
are
going
to
carry
on
next
year,
just
a
sort
of
semi-formal
touch
base
with
those
colleagues
just
to
discuss.
E
B
D
It
was
about
the
teams
versus
zoom
debates
and
to
stress
that
the
important
thing
here
is
public
access
that
it's
very
convenient
to
have
a
good
system
inside
the
council,
but
we
have
to
interact
with
joe
public
and
community
organizations
who
don't
have
the
resources
that
we
have
on
the
council
and
I'm
quite
concerned
by
this
assumption
that
we
must
automatically
use
microsoft
teams,
because
that's
what
big
organizations
do
and
we
should
be
looking
to
our
public
and
say
what's
going
to
be
most
convenient
for
people
in
in
leeds
are
the
people
that
we
serve.
D
I
think
that's
really
quite
important.
I
was
also
alarmed
by
the
talk
of
moving
to
the
cloud.
I've
tried,
microsoft,
onedrive
at
home.
It's
not
good,
and
one
of
the
things
you
lose
control
of
is
how
you
file
stuff
and
so
doing
our
job.
As
elected
members,
it's
not
going
to
be
easy
with
with
the
with
the
cloud
and
not
necessarily
a
good
move
at
all.
J
Yeah,
I
mean
obviously
I'm
not
the
absolute
expert
on
this
by
any
stretch
of
the
imagination,
but
I
do
happen
to
be
our
m365
champion,
so
I
know
a
little
bit
I
mean
I
think,
counseling
with
you
know
a
lot
of
that
kind
of
options.
Appraisal
did
take
place
and
has
taken
place
that
I
mean
it
may
have
been
picked
up
by
a
scrutiny
board.
J
I'm
not
I'm
not
sure
in
terms
of
any
you
know,
judgment
or
certainly
perhaps
kate
will
pick
it
up
in
the
annual
governance
statement,
but
those
considerations
were
made.
I
mean
I
take
the
points
about
the
public,
but
certainly
the
zoom.
It
is
very
expensive
and
I
actually
know
some
organizations
who
don't
allow
zoom,
because
it's
allegedly
not
secure.
J
So
I
guess
with
these
things
there
are,
you
know,
there's
a
whole
range
of
options
and
a
whole
range
of
perspectives,
and
it
it's
just
about
us
making
the
best
possible
judgment
that
we
can
for
the
bulk
of
what
we
need
to
to
deliver.
I
mean,
hopefully
in
terms
of
the
public.
We
won't
need
to
be
on
these
platforms.
J
You
know
as
much
as
we
have
been
for
for
a
lot
longer
and
we'll
be
able
to
go
back
to
you,
know
kind
of
face-to-face
meetings
and
you
know
not
have
to
use
them,
but
I
mean
I'm
happy
to
take
the
feedback
in
and
maybe
I
can
try
with
a
colleague
to
provide
a
bit
of
a
written
update
about
some
of
the
work
that
has
gone
on.
If
that
might
help.
B
I
think
counselling
worth
is
nodding.
Yeah
there's,
definitely
some
work
with
whips
as
well.
In
terms
of
in
our
wits
meeting
before
the
agenda
items
we've
we've
discussed,
I
know
councillor.
Taylor
is
at
some
of
those
meetings
as
well,
not
necessarily
everyone's
in
full
agreement,
but
there
is,
there
is
a
there
is
a
team
looking
at
it
and
the
pros
and
the
cons
of
the
various
options.
D
Okay
and
just
conscious
that
I'm,
as
I'm
sure,
you've
been
to
similar
meetings
yourself,
various
attempts
to
run
large
meetings
and
a
sort
of
zoom
conditions
if
you
like-
and
it's
been
my
experience
watching
colleagues
that
zoom
has
outperformed
the
other
systems
by
quite
a
lot
all
the
time.
Every
time
we
test
it-
and
I
ask
you
know
why
we're
doing
this?
If,
if
the
benefit
is
unclear.
B
So
I
mean,
I
think
we
need
to
wait
for
mariana's
note,
but
I
think
the
the
reality
is
there's
a
cost
of
15
pounds
per
license
for
for
zoom,
and
so
I
can't
remember
the
number,
but
there
is
thousands
of
pounds
being
spent
on
zoom
contracts
already
and
there's
a
point
which
you
say
this
is
just
not
an
expense
that
we
can
afford.
B
Let's
be
clear,
we're
in
a
stage
where
we're
cutting
almost
everything
because
of
a
really
challenging
budget,
finding
50
grand
for
a
whole
bunch
of
zoom
licenses
and
if
you
think
about
it,
if
you
wanted
to
zoom
nice
for
everyone
all
10
000
employees
at
15
pounds
a
month,
it
doesn't
doesn't
take
a
rocket
scientist
to
work
out
how
much
that's
going
to
cost
over
a
year
and
that's
just
not,
in
my
view,
a
tenable
use
of
council
resources.
B
J
B
Yeah
and
also
there's
a
there's,
a
question
about
whether
you
we
keep
a
zoom
license
for
each
community
committee
for
public
meetings
or,
however,
we
do
it,
there's
still
potential
to
make
it
to
make
some
zoom
accessible
for
public
liaison,
but
doesn't
necessarily
mean
we
need
to
do
it
for
internal
meetings.
B
B
I
can't
see
anyone
indicating
the
other
question.
I
know
we
talked
about
it.
Mariana
at
chairs.
Brief
was
around
an
example:
business
continuity
plan.
I
mean
there's
some
challenges
around.
What's
in
the
public
domain,
just
wondering
if
you,
where
you
got
to
you're
thinking
on
that.
J
Yeah
I
mean
we
did
wondering
about
inviting
phil
evans
or
another
chief
officer
to
this
meeting
to
give
a
bit
more
granular
detail
on
the
specifics
of
how
it
works
in
relation
to
a
service
area.
I
mean
I,
you
know
for
members
we'd
be
happy
to
share
an
example
business
plan.
I
think
you
know
it
is
just
that
kind
of
information
that
sometimes
it's
better
not
to
have
in
the
public
domain.
B
Okay,
so
yeah
this
just
for
the
other
members
reference.
It's
2.4,
there's
a
on
page
19,
there's
82
business
continuity
plans
and
I'd
explore
the
chairs
brief
the
possibility
of
us
having
sight
of
one.
I
I
think
I'd
quite
like
to
have
sight
of
one
just
to
improve
my
knowledge,
but
I'm
happy
for
it
to
be
like
sent
to
members.
So
it's
not
in
the
public
domain.
B
I
I
can't
imagine
members
objecting
to
being
sent
that
but
speak
now.
If
you
do
great
okay.
So
let's
move
on
to
the
recommendation
paragraph
six
point
one
on
page
21:
are
we
happy
to
with
that
recommendation.
B
G
G
So
members
will
remember
that
this
review
was
focused
on
the
operational
readiness
of
stage
one
of
the
scheme,
so
we've
assessed
the
control
environment
as
being
good,
and
this
assessment
was
based
on
the
fact
that
the
council
has
drawn
upon
experts
in
the
field
when
designing,
implementing
and
maintaining
the
infrastructure,
and
then
this
is
supplemented
by
annual
external
inspections
and
then
further
into
this
report,
we've
included
statistics
on
the
anti-fraud
and
corruption
activity
undertaken
by
the
team
in
the
period.
G
G
So
this
is
a
risk-based
process.
I
presume
you've
been
through
it
over
the
years
during
your
time
at
the
audit
committee.
So
this
risk-based
process
and
the
is
continuous,
we
liaise
with
directors.
We
liaise
with
heads
of
service,
but
equally
we
liaise
with
you
as
members
of
this
audit
committee.
So
with
this
in
mind
as
well,
if
you
have
any
specific
reviews,
you'd
like
us
to
consider
during
this
risk-based
process,
I'd
like
to
invite
you
to
email
me
with
any
specifics,
and
we
can
include
that
in
our
considerations.
G
So
that's
it
from
me
today
chair.
So
any
questions.
B
Thank
you
very
much.
Louise
have
I
got
questions
from
members?
C
Really
really
quick
request
chair
the
infrastructure,
investment
and
inclusive
growth
scrutiny
board
as
a
corporate
duty
to
review
the
flood
risk
management
plan
each
year,
which
we
did
our
last
meeting.
It
has
to
be
said,
but
would
it
be
possible
for
louise
to
send
a
few
more
details
about
this
particular
intern?
Lord?
It
good
though
it
is
because
I
think
that
would
would
help
to
inform
any
future
scrutiny
of
that
particular
element
of
ig.
G
So
we'd
like
more
details
on
the
review
that
we've
done.
C
Yes,
please
so
that
when
we
come
to
fulfill
that
corporate
duty,
we
can
say
well
house
progress
going
on
these
particular
areas,
but
clearly
it
was
a
very
favorable
report
anyway
and
I
have
to
say,
the
scrutiny
board
always
looks
very
favorably
on
our
our
practices
in
terms
of
flood
risk
management
anyway,
but
it
would
be,
it
would
be
an
extra
dimension
for
us
to
you
know
to
inform
our
our
scrutiny.
G
Okay,
thank
you
very
much
councillor
truswell.
Would
you
just
like
it
specifically
or
with
the
wider
group
of
members.
A
B
B
It
to
the
committee
and
then
that's
that's
the
easiest
thing
please
louise
yeah
thanks
for
this.
I
also
just
I
can't
see
anyone
else
indicating,
but
I'd
also
just
like
to
say
I
welcome
the
the
workshop
on
the
fraud
piece.
I
think
that'll
be
an
interesting
piece
of
work
and
hopefully
it
will
upskill
us
in
terms
of
our
challenge
that
we
bring
to
you
in
the
future.
So
that
that's
good.
B
Thank
you
for
that
and
then
so
I
can't
see
anyone
else
indicating
so
I
will
move
to
recommendation
6.1
on
page
40..
I
remember
is
happy
to
accept
those
recommendations.
Yep,
I
can
see
nodding.
That's
great!
Thank
you
very
much.
Louise.
B
Let's
move
on
to
agenda
item
10
and
this
is
the
annual
assurance
port
on
corporate
management
arrangements.
B
So
I
guess
to
start
with,
we
need
to
note
the
that
we
discussed
this
one
at
at
a
working
group.
I
can't
so
that's
from
page
61..
B
B
B
That's
item
10,
as
always
there's
more
pages
to
turn
than
you
realize
so,
moving
on
to
item
11,
which
is
on
page,
where
does
it
start
page?
B
Nearly
there
page
65.
again,
we
discussed
this
at
work
in
group,
they're
working.
The
note
is
on
page
73
of
our
packs
from
last
time
again
I'll
go
to
questions
because
we've
discussed
it
previously.
A
B
B
No
good,
let's
move
to
page
70
recommendations
on
under
6.1.
Are
we
satisfied
with
those.
B
Take
that
as
agreement,
thank
you
very
much
agenda
item.
12
the
access
on
page
75,
again,
there's
a
there's,
a
working
note
on
page
85.
B
Are
there
any
questions
on
this
paper?
Any
further
questions
I
should
say
no,
okay,
thank
you!
So
can
we
move
to
recommendation
6.1
on
page
79.,
our
member's
happy
with
that
good,
and
then
I
know
before
we
move
to
gender
item
13
I
just
I
wanted
to
bring
gareth
in
for
a
verbal
update.
If
that's
okay,
I
know
we
said
we'd
get
a
verbal
update.
H
Yeah
happy
to
do
so
chair
so
also
we
presented
our
draft
nicer,
260
reports,
this
committee
at
the
end
of
november,
with
the
intention
that
we
were
targeting
a
sign
off
during
this
week.
Pre-Christmas
of
the
accounts.
Obviously
the
accounts
haven't
come
today
and
we
are
still
working
through
a
small
number
of
outstanding
areas
of
the
audit,
we're
liaising
very
closely
with
victoria
and
mary
and
the
senior
finance
team
to
do
that
and
we're
still
in
discussions
regarding
the
accounting
treatment
on
merion
house.
H
So
you
know,
subject
to
satisfactory
completion
of
all
that
we
would
seek
to
bring
our
updated
isa
260
report
to
the
next
audit
committee
on
the
8th
of
february.
I
know
that
is
obviously
later
than
we
originally
planned.
Just
to
give
some
sort
of
wider
context
share.
You
may
have
seen
reference
to
over
half
of
local
authority
opinions,
not
achieving
the
30th
of
november
date
for
a
variety
of
reasons.
Obviously,
you
know
audits
taking
longer
as
a
result
of
remote
working,
increasing
expectations,
around
audit
quality
and
documentation,
etc.
H
So
certainly
leads
are
not
on
their
own
in
terms
of
the
audit
still
progressing.
But
that
said,
certainly
from
myself
and
from
india's
perspective-
and
I
know
from
victoria
and
richard
and
mary,
you
know
we
are
all
commit
committed
to
completing
the
audit
as
soon
as
we
can.
Hopefully
that
will
be
in
the
new
year
with
the
view
to
signing
off
at
the
next
committee
chair.
B
B
I
guess
I
might
just
ask
a
question
about
your
take
around
risks
around
post
balance
sheet
events
having
to
be
taken
account
of
between
now
and
february,
just
wondering
what
your
sense
of
how,
how
big
that
risk
is
and
what
that
could
mean
for
us
and
then
and
then
I
guess,
just
in
terms
of
your
processes,
I
know
we've
been
on
the
what
you've
termed
as
the
hot
review,
pile
and
also
the
marion
house
thing.
B
I
just
want
to
just
get
your
take
in
terms
of
your
experts
and
all
of
that
so
yes,
take.
H
Thanks
jeff,
really
good
question
on
the
on
the
post
balance
sheet
events
point
so
I
mean
you're,
absolutely
right.
You
know
I
have
to
take
into
account
any
significant
or
material
issues
up
until
the
date
that
I
signed
the
opinion
which
you
know
as
it
stands
at
the
moment.
We
are
targeting
something
on
or
around
the
8th
of
february,
so
I
would
have
to
take
anything
into
account
on
that
basis.
H
In
terms
of
what
that
might
mean
in
practice,
I
think
the
one
of
the
main
things
we
would
probably
do
in
the
iso
260
is
update,
particularly
the
vfm
section,
in
light
of
the
recent
finance
and
budget
papers
that
I
think
were
were
publicly
released
on
friday.
So
myself
and
pamindra
are
meeting
with
victoria
this
afternoon
to
talk
through
those
in
in
a
bit
more
detail.
H
Obviously,
the
the
going
concern
review
that
was
still
outstanding
in
november
there'll
be
some
comments
and
documentary
documentation
around
that
in
the
isa
260.,
it's
difficult
to
say
whether
anything
other
significant
other
than
that
would
come
out
between
now
and
february
in
terms
of
any
material
issues,
but
obviously
we'll
just
have
to
judge
them
as
and
when
they
do
arise.
H
In
relation
to
your
second
point,
chair
around
the
the
technical
hot
review
that
the
leeds
accounts
were
subject
to
this
year,
perminder
and
I
have
been
liaising
with
our
central
technical
team
around
that
the
issues
that
they
raised.
Thanks
to
you
know,
responses
from
victoria,
mary
and
the
team.
They
are
broadly
satisfied
with
the
judgments
and
responses
made.
H
The
one
area
where
further
questions
have
been
raised
is
in
relation
to
miriam
howe,
so
we
raised
some
further
questions
through
the
finance
team
which
they
responded
to
last
week.
Paminda
and
I
have
gone
through
those
responses
and
passed
them
on
to
our
technical
people
on
friday.
H
H
It
was
so
we
are
keeping
a
regular
engagement
going
on
both
sides
in
relation
to
that
issue
and
in
in
terms
of
the
out
for
2021
on
the
21
22
budgeting
budget,
setting
discussions
that
that
there's
a
more
formal
meeting
this
afternoon
with
victoria
and
her
senior
team
that
they're
all
in
the
diary
between
now
and
going
into
the
new
year.
So
we'll
keep
that
regular
dialogue
going
chair.
B
Thank
you
and
I
guess
clearly,
there's
been
since
our
last
meeting.
I
think
since
last
meeting
we've
had
news
about
croydon.
I
guess
is
that
how
does
that
affect
your
thinking?
Gareth
in
terms
of.
H
Yeah
I
mean
croydon
and
indeed
the
nottingham
public
interest
report.
You
know
gt
have
issued
two
reports
in
the
last
couple
of
months
of
both
gt
clients.
You
know
clearly
the
the
focus
around
the
financial
position
of
local
authorities
is,
is
you
know
under
increasing
spotlight?
H
You
know,
we've
been
in
detailed
discussions
around
the
financial
position
of
the
authority.
You
know
since
march.
As
I
said,
the
you
know,
the
position
of
of
leads,
in
my
view,
is
not
at
that
stage.
In
terms
of
being,
you
know
croydon,
but
clearly
there
are
financial
challenges
which
we
set
out
in
the
report
back
in
in
november
and
we'll
be
discussing
sort
of
further
this
afternoon.
H
But
from
my
perspective
you
know
we
discussed
at
the
last
committee,
the
except
for
vfm
qualification,
which
I
believe
is
still
appropriate
and
still
the
one
that
I'm
planning
to
give
in
february,
subject
to
obviously
satisfactory
completion
of
of
the
audit,
the
delivery
of
the
2021
budget
and
budget
out
turn
and
the
setting
of
the
2122
budget.
B
G
I
think
the
only
thing
I
would
say
counselor
scopes
is
that
from
really
the
start
of
the
financial
year
as
soon
as
we
got
through
the
initial
emergency
of
covid,
we
then
started
planning
very
early
on
how
we
were
going
to
manage
the
financial
situation
both
for
the
current
financial
year
and
for
the
for
the
budget
that
we
need
to
set
in
in
february,
and
I
think
that
is
why
we
are
completely
different
to
croydon.
G
We've
made
robust
plans,
we've
provided
robust
financial
information
and
we've
been
able
to
make
decisions
on
that
financial
information
and
therefore
we'll
be
out
turning
in
in
for
this
current
year,
in
a
balanced
position
and
for
next
year
we'll
have
a
balanced
budget
and
that's
been
through
hard
work
from
from
members
and
officers
working
together.
So
I
think
that's
what
I
would
say
is
that
leads
we've.
You
know,
we've
we've
been
organized,
we've
planned
we've
communicated
and
we've
got
a
robust
position
right.
B
B
Forward,
thank
you.
Thank
you,
yeah
good,
so
the
the
only
other
thing
I
just
comment
on
this,
so
I
guess
right
from
a
relatively
early
stage.
I
guess
gareth,
you
were
nervous
about
the
time
scales
and
again
the
time
scales
next
year
will
be
pushed.
B
H
I
I
I'd
echo
that
chair
I
mean
I'm,
I'm
not
one
to
to
to.
You
know
to
miss
deadlines
throughout
my
career,
but
you
know
I've
instead,
that
obviously
there's
a
requirement
for
for
us
to
make
sure
we've
resolved
all
the
material
issues.
H
At
the
point
I
give
my
opinion,
but
in
terms
of
next
year
I
mean
at
the
minute
it's
there's
nothing
formally
agreed
in
terms
of
the
draft
or
final
audit
timetable,
there's
various
suggestions
that
the
timetable
may
broadly
stay
the
same,
given
the
second
wave
and
potential
third
wave
in
the
new
year,
whether
it's
going
to
be
feasible
to
move
the
audit
deadline
away
from
the
end
of
november
is
a
bit
of
a
question
mark.
H
H
Clearly
when
you
know
deadlines
are
announced,
we'll
be
in
discussions
with
victoria
and
and
mary
and
the
team,
and
you
know
we'll
do
our
utmost
to.
I
guess
agree:
the
working
paper
requirements,
the
expectations
in
terms
of
time,
scales
and
delivery
of
those
working
papers
in
relation
to
the
deadlines
next
year,
but
they
are
slightly
up
in
the
air
at
the
moment.
B
Thank
thank
you.
Just
when
you
bring
your
timetable
to
committee,
it'd
be
good
to
have
those
those
agreements
made
councillor
harren.
Can
I
bring
you
in
two.
A
Points
you
made
the
first
one,
but
I
did
yes,
a
talented
was
not
just
a
finger
crossing
exercise.
I
think
the
time
table
should
be
it
did
to
wherever
possible.
The
other
thing
is
croydon.
I
understand
that
leeds
financial
and
then
business
organization
is
not
comparable
to
crime,
but
we
had
an
investment
with
crime,
because
somebody
just
reassures
that
that's
not
being
affected
that
the
funds
are
still
available
and
as
liquid
as
they
were.
G
Council
scopes:
do
you
want
me
to
responsibilities?
I
can
confirm
that
it
wasn't
the
council,
it
was
wika
that
had
the
investment
and
therefore
the
funds
are
still
secure.
We
do
do
a
lot
of
authorities
do
do
into
borrowing
between
and
it
is
secure
because
they're
obviously
government
backed,
but
we
don't
see
this
any
risk
from
that
into
authority
borrowing,
but
it
was
it
was
why
I
cannot
the
council
okay.
A
G
G
B
B
Thank
you
counselor
and
a
fair
question.
Does
anyone
else
want
to
come
in
on
this
item
which
isn't
an
agenda
item?
It's
just
an
item
we're
discussing
no
great
okay.
Thanks
for
that
gareth.
I
look
forward
to
seeing
you
at
committee
again
on
day
for
february.
Clearly,
if
anything
changes
I
would
be
very
keen
to
have
as
much
pre-warning
as
possible.
G
Yes
chair.
The
work
program
now
fits
on
the
one
page,
because
there's
just
two
meetings
left
of
this
municipal
year,
there's
just
one
more
item
to
add
to
the
february
agenda
following
today's
resolutions,
which
is
the
brexit
data
adequacy
report,
which
will
go
into
the
february
meeting
other
than
that,
it's
for
for
members
to
approve
and
possibly
indicate
whether
they
and
which
items
should
come
to
a
working
group.
For
the
february
meeting.
B
Thank
you,
kate.
I
guess
there's
two
two
things
there.
So
I
think
in
terms
of
the
extra
paper,
that's
what
we
agreed
at
the
working
group
and
I
didn't
want
to
add
it
until
we'd
resolved
it
in
committee,
but
it
will
be
there.
The
question
I
had
asked
members
is:
what
what
do
they
feel
about
the
having
a
working
group
versus
just
having
a
meeting?
B
E
I'm
quite
liking
the
the
more
frequent
but
shorter
meetings
on
these,
especially
looking
at
february
and
march.
We've
got
some
meaty
stuff.
There
I
mean
personally,
it
suits
it
suits
me
as
well,
but
we
have
got
some
meaty
items
and
after
an
hour
an
hour
from
zoom,
you
do
tend
to
not
nod
off
a
little
bit,
but
it
is
quite
mentally
taxing
more
so
than
than
in
person.
E
E
You
know
it
may
be
something
we
need
to
start
doing,
but
I
prefer
the
smaller
ones
and
if,
if
we
did
do
the
working
group,
it's
going
to
suggest
they're
looking
at
february
the
psn
one,
you
know
again
those
ones
where
we
discuss
month
in
month
out
rather
than
the
big
meeting
ones.
That
should
be
done.
You
know
absolutely
in
public.
E
Here,
yes-
and
you
know
the
ones
where
we
get
quite
a
bit
of
discussion
month
in
one
file,
do
those
working
groups
yeah,
but
the
big
meter
ones-
and
you
know
the
obvious
one's
been
the
audio
and
devolution
definitely
had
one
and
fully
in
public.
However
long
that
does
take.
B
C
C
I
know
that
the
outcome
of
those
working
groups
has
been
recorded
and
is
appended
as
a
public
document,
but
that's
not
the
same
as
having
the
discussion
in
public.
It
lacks
that
transparency.
From
my
point
of
view,
and
that's
where
I
just
have
some
slight
reservations
about
overdoing
the
working
groups,
I
think
they
do
have
their
place
and
ben
has
identified
potentially
one
area
where
that
would
be
appropriate
and
where
I
wouldn't
have
serious
misgivings.
But
the
overall
process,
I
think,
is
becoming
a
little
bit
too
habitual
and
I
think
there
needs
to
be.
B
Thank
you,
counselor
trustworth.
I'd
welcome
particularly
welcome
comment
from
someone
outside
from
a
different
political
group.
If
you
have
any
opinions
on
this,
I
don't
want.
A
It
to
be
yeah,
I'm
happy
to
comment
thanks
thanks
chair,
I
I
share
council
trustworld's
view
on
this
one.
It
is
from
a
from
a
ministry
point
of
view
and
an
efficiency
point
of
view.
It
is,
it
is
more
efficient.
A
I
think
to
do
it
the
way
you
you,
you
know
shorter
meetings,
but
with
a
bit
more
debate,
particularly
if
the
you
have
an
important
item,
very
late
in
the
agenda
and
and
you're
working
up
against
against
the
clock
and
tiredness
and
wanting
to
go
to
the
loo
and
wanting
a
cup
of
tea
and
all
these
other
things.
So
I
appreciate
that.
But
we
are
you
know
we
are
a
public
authority
and
we
everything
we
do
should
be.
A
You
know
unless
it's
specifically
excluded
for
real
reasons
like
confidentiality
and
personnel
stuff,
you
know
the
pink
pages
stuff,
we
should
be
doing
it
in
public
and
I
think
perhaps
we
just
have
a
if
what
we've
discussed
is
brought
back
in
detail,
but
again
that
that
that
means
you've
got
to
discuss
it
again
and
you've.
You've
you
you've
sort
of
missed
the
point
of
of
what
you've
done
done
in
private
groups.
So
I
I
I
it
is
a
difficult
one.
It
is
a
difficult
one.
A
B
How
how
would
if
we
tried,
in
february,
having
a
a
one
meeting
on
the
eighth
but
scheduling
a
15-minute
comfort
break
halfway
through
so
we'd
all
turn
off
our
screens
for
15
minutes?
Get
a
cup
of
tea
use
the
facilities
and
come
back
with
with
members
be
happy
to
give
give
that
a
go
and
see
how
that
went,
and
then
that
could
inform
our
discussion
a
bit
more
about
the
march
meeting.
E
We've
had
to
scheduling
similar
for
licensing
subcommittees.
I
don't
know
if
council
trusts
well,
you've
done
the
same
for
planning,
but
they
tend
to.
Some
of
them
tend
to
be
very
long.
So
we've
we've
gathered
that
we
need
to
do
that.
It
sounds
a
bit
silly
and
a
bit
school
school
by
your
shoulders
having
having
it
they're
having
to
have
it
scheduled
in,
but
we've
gone
for
four
hours
at
a
time
without
any
without
it
being
scheduled.
So
that
would
be
quite
welcome.
B
F
I
do
agree
with
the
other
side
of
the
of
the
debate,
but
what
you've
suggested,
I
think,
is
a
a
sensible
compromise
and
happy
to
see
how
that
goes.
A
Thank
you-
and
I
found
the
meeting
very
interesting
earlier,
just
to
say
we're
not
supposed
to
be
continuing
with
meetings
as
if
we
were
in
six
and
seven
as
much
as
we
can,
and
I
think
we
can
go
over
the
top
with
working
groups,
one
we
could
be
having
and
discussing
in
the
actual
meeting
and
in
the
public
domain
as
well.
A
So
I
do
think
I
agree
with
councillor
truswell
and
councillor
bentley
both
that
we
can
be
having
too
many
working
groups
where
we're
just
going
over
the
same
thing
we
can
discuss
in
the
actual
meeting
and
governance
and
audit
has
been
a
long
meeting
in
previous
years.
Yes,
so
it's
not
as
if
we're
doing
something
any
different,
but
I
do
think
we
need
to
look
at
the
number
of
working
groups
that
we're
having
thank
you
chair.
B
Thank
you
councillor
graham
councillor,
aimingworth.
D
Yes,
just
to
say
again
chair
the
importance
of
looking
after
the
public
and
remembering
that
we
serve
the
public
and
that
we
must
make
things
as
easy
as
possible
for
an
ordinary
ordinary
punter
to
to
follow.
What's
going
on.
C
Just
coming
back
chair,
I
think
your
your
solution
is
an
excellent
one.
We
we
we're
still
going
to
be
meeting
whether
it's
a
working
group
or
a
public
meeting
and
I'd
much
rather
the
meetings
being
public.
I
know
it
sometimes
creates
challenges
in
terms
of
factoring
them
in
but
as
we
tend
to
meet
on
a
monday
morning,
which
must
have
which
is
not
my
favorite
time
of
the
week,
I'm
sure
we
could
I'm
sure,
I'm
sure
there
wouldn't
be
many
clashes
with
other,
more
sensible
committees.
C
B
Great,
so
I
think
I
think
we've
got
con
census
there,
so
we'll
we'll
try
that
next
time
and
see
how
it
goes
yeah.
I
know
a
councillor
trustworld's
comment
that
it's
made
before
about
monday
mornings,
but
there
you
go
yeah
I
mean
getting
an
old
man
out.
I.
B
On
a
monday
morning
there
you
go,
I
won't
apologize,
I'm
afraid
good.
So
with
that,
I
think
what
we'll
do
if
that's
okay
is
we're,
set
the
recommendations
and
commenting
about
the
the
meetings
next
time,
we'll
do
it
with
a
scheduled
break
and
then
we'll
discuss
how
that
went
before
we
decide
what
to
do
on
the
march
meeting
so
with
with
that,
unless
anyone
has
got
anything
burning,
they
wish
to
say
at
this.
B
This
point
I'd
like
to
thank
everyone
for
attending
I'd
like
to
thank
the
viewing
public
for
listening.
I
hope
it
was
informative
and
I
look
forward
to
oh,
I
should
do
is
wish
everyone
a
very
happy
christmas
and
new
year.
Let's
hope
that
2021
is
is
better
than
2020
and
with
that
I'll
close,
the
meeting
not.