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A
Good
afternoon,
everyone
and
good
afternoon
everyone
I,
like
that,
promptly
welcome
to
the
meeting
of
the
corporate
governance
knowledge
committee.
My
name
is
council
paul
ray
and
I
will
be
sharing
today's
meeting.
Today's
meeting
is
being
live
streamed
onto
the
city
council's
website,
so
that
the
public
can
observe
the
meeting
without
needing
to
be
present.
H
H
Hi
san
diego
information
governance,
representing
the
data
protection
officer.
H
Thank
you
chair
under
gender
item
one.
There
are
no
appeals
against
refusal,
inspection
of
documents,
a
gender
item;
two
there
are
no
exempt
items
for
gender
item
three.
There
are
no
late
items,
a
gender
item.
Four.
Could
I
ask
members
if
they
have
any
declarations
of
interest
I'll
take
silences
that
are
none
and
a
gender
item?
Five
apologies
for
absence
have
been
received
from
councillors,
downs
and
councillor.
Smart.
A
Thank
you
very
much
for
that
item.
Agenda
number,
six
and
seven.
First
of
all
in
relation
to
the
minutes
for
those
members
who
were
actually
a
member
of
the
committee
last
time,
are
these
minutes
a
correct
record
of
the
meeting
held
on
the
fourth
of
february.
B
Just
a
couple
of
matters
rising
chair
under
minute
81
in
relation
to
customer
contact,
the
requested
information
was
circulated
to
then
members
of
the
committee
on
the
25th
of
april,
and
there
was
liaison
between
the
then
chair
of
committee
and
the
chair
of
the
scrutiny
board
for
strategy
and
resources.
B
There
is
work
ongoing
within
that
scrutiny
board.
Looking
at
the
customer
contact
center
update
plan
and
a
review
will
be
brought
back.
I
think,
to
the
november
meeting
of
the
scrutiny
board.
The
chairs
indicated
that
he'd
be
happy
to
invite
guests
to
that
board.
From
this
committee
item
84
in
relation
to
internal
audit
members
requested
further
information
on
covid
grant
fraud
and
that
information
has
been
circulated
to
the
current
members
of
the
committee
and
there's
been
some
follow-up
from
that.
L
Chair,
I
think
the
briefing
note
that
mary
produced
the
other
day
is
quite
a
helpful
summary
of
where
things
are
in
terms
of
the
the
external
audit
process.
So
we
have
been
informed
by
the
finance
team
that
the
outstanding
information
that
we
require
to
conclude,
the
audit
has
now
been
submitted
to
us
and
we
will
be
commencing
that
work
from
next
week.
L
We
have
a
plan
in
terms
of
a
team
to
focus
on
completion
of
the
2021
accounts
from
next
week
onwards,
and
then
a
separate
team
will
be
involved
in
planning
the
2122
audit
work
with
a
view
to
concluding
both
last
year's
outstanding
work
and
fully
planning
up
the
21
22
audit
by
the
end
of
july.
L
There
is
an
additional
national
issue
that
is
ongoing
at
the
moment,
which
again
mary's
paper
sets
out
in
terms
of
accounting
for
infrastructure.
The
expectation
is
that
cypher
are
likely
to
finalize
finalize
their
position
on
accounting
for
infrastructure
assets
towards
the
end
of
july,
stroke
august.
So,
at
the
minute,
no
external
auditor
is
signing
off
old
year
accounts
until
that's
resolved
on
the
basis
that
it
is
resolved
in
august
and
we've
completed
all
our
work
in
the
other
areas
by
the
end
of
july.
L
In
addition
to
that,
the
vfn
work
is
planned
to
conclude
in
september
as
well,
and
also
the
audit
plan
for
2122
will
come
to
this
committee
in
september
with
a
view
for
that
audit
being
concluded
in
time
for
the
february
audit
committee,
and
then
I
think
the
other
point
to
mention
on
mary's
paper
is
the
our
audit
regulator.
The
frc
has
selected
the
1920
audit
file
for
inspection,
so
that's
currently
ongoing
and
on
conclusion
of
that
victoria's.
L
A
If
I
could
ask,
please
you
do
not
use
acronyms
where
possible,
because
it's
so
that
the
public
has
and
actually
to
the
newer
members
on
here
have
a
slight
understanding.
What
some
of
those
acronyms
mean,
if
you
don't
mind,
do
members
have
any
matters
arising
off
questions
off
the
back
of
that
nope
perfect?
G
Thank
you
chair,
so
yeah,
I'm
here
to
present
our
update
report
looking
at
march
to
may
this
year,
so
I'm
going
to
give
a
bit
of
background
and
a
bit
of
a
tour
through
the
report,
so
apologies
to
established
members
of
the
committee
you've
heard
that
before.
But
I
think
this
will
be
helpful
for
the
newer
members
of
the
committee
just
to
get
a
bit
of
a
flavor
of
what
we've
done
and
why
so.
Internal
audit
is
a
section
we
sit
independently
in
the
organization.
G
By
that
I
mean
we
don't
have
any
operational
responsibility
for
the
delivery
of
services
and
that
enables
us
to
review
across
the
whole
authority
really
independently
around
systems
and
processes.
So
we
can
give
that
assurance
around
how
things
are
working
without
that
being
conflicted
by
operational
responsibility
there,
and
we
carry
out
a
lot
of
work
over
the
course
of
the
year,
which
is
detailed
in
our
audit
plan,
which
was
approved
by
this
committee
in
in
march
this
year.
G
So
this
particular
update,
if
you
look
at
appendix
a
which
is
where
most
of
the
detail
is
contained
around
the
work
that
we've
done
section
four
tends
to
be
the
area
of,
I
guess
the
most
some
of
the
most
interesting
information
for
members
each
time.
So
this
is
a
summary
of
the
reports
that
we've
issued
during
the
period
so
you'll
see
there.
We've
issued
11
reports
during
this
particular
period
and
we
tend
to
draw
attention
where
there
are
areas
for
improvement.
G
If
you,
like
so
you'll,
see
on
the
primary
school
audit,
where
we've
given
a
limited
opinion
in
the
report,
we've
also
given
a
bit
of
explanation
around
the
improvements
that
can
be
made
to
the
financial
control
environment
there
and
reassuringly,
we
can
say
they're
already
on
with
some
of
those
as
well.
So
we
like
to
focus
on
those
areas
so
that
members
attention
is
drawn
to
the
areas
of
improvement.
G
So
that's
the
table
of
reports
issued
where
we've
given
a
control
opinion
or
issued
a
memo
where
it
doesn't
necessarily
lend
itself
to
that.
And
if
you
like.
That's
the
more
traditional
audit
work
where
we're
involved
in
a
service.
We
review
what's
happening
and
then
we
report
on
it.
There's
another
big
table
underneath
there
called
overaudit
work,
so
that
tends
to
focus
on
the
areas
where
we're
actively
involved
in
things
that
are
ongoing
at
a
point
in
time.
G
So
there
might
be
projects
and
programs
happening
across
the
council
project
boards
that
kind
of
things
or
individual
discrete
things
that
are
going
on,
where
it
doesn't
necessarily
make
sense
for
us
to
go
in.
After
the
events
and
see,
what's
happened,
it's
much
more
value-adding
for
us
to
be
involved,
live
during
the
event,
so
that
we
can
advise
as
we
go
where
there
are
lessons
to
learn
during.
G
We
can
have
oversight
of
that,
and
we
cannot
impart
our
advice
around
risk
management
controls
during
the
process
and
build
that
in
rather
than
after
the
event,
so
there's
some
really
valuable
work
there.
That
again
contributes
towards
our
annual
opinion.
At
the
end
of
the
year,
section
10
looks
at
our
performance,
so
that
involves
one
of
the
key
measures,
which
is
the
satisfaction
surveys
that
we
issue
at
the
end
of
each
audit
report
and
established.
G
I
would
like
to
say
in
this
period
the
responses
that
we've
got
are
particularly
high,
much
higher
than
I've
known
in
the
past,
which
is
great,
and
I
do
think
that
reflects
really
well
on
us
as
a
service.
I
am
confident
that
that
is
an
independent
and
objective
measure
of
our
performance
and
in
the
past,
where
we
have
had
some
of
the
lower
scores.
G
We
have
drawn
that
to
the
attention
of
the
committee
and
highlighted
where
there
are
areas
to
improve,
and
we
welcome
that
as
well,
because
we
want
to
improve
as
we
go.
The
response
rates
during
this
period
is
70,
which
is
quite
good
for
us,
but
still
some
area
for
improvement
there.
There
is
a
time
lag,
sometimes
with
responses
coming
back,
which
I
think
comes
across
in
the
graph
and
where
the
schools,
for
example,
have
dropped
off
a
little
bit
in
the
response
rate.
G
G
So
finally,
in
the
internal
audit
report,
there's
our
quality
assurance
improvement
program,
so
that
gives
a
feel
for
the
range
of
work
that
we've
done
over
the
course
of
the
year
to
improve
our
practices
as
we
go.
So
we
continually
identify
areas
where
we
can
enhance
what
we
do
and
then
we
try
and
track
that.
G
So
we
see
how
we're
doing
against
that
and
one
of
the
key
areas
on
there
which
you'll
see
as
complete
is
recommendation
tracking,
which
was
now
rolled
out
across
the
authority,
and
we
hope
to
be
in
a
position
to
start
bringing
data
on
that
to
the
committee
in
the
annual
report,
which
will
come
to
you
later
in
the
year.
So
that's
the
completion
of
the
internal
audit
report
there's
also
some
appended
information
around
the
monitoring
monitoring
of
urgent
decisions
which
members
have
asked
for
in
the
past.
G
So
any
questions
I'll
do
my
best
to
try
and
answer.
Thank
you.
E
Page
26
there
is
reference
to
the
150
pound
energy
bill,
support
scheme,
and
I
don't
know
about
other
colleagues,
but
I've
had
quite
a
lot
of
people
contacting
me
about
significant
delays
in
those
payments,
and
I
just
wonder
if
we
can
have
a
little
bit
more
information
as
to
why
that's
been
the
case
and
how
far
we're
able
to
streamline
those
payments.
E
And
my
final
question
relates
to
page
30,
on
which
there's
a
table
indicating
actual
and
planned
days
of
audit
activity,
and
I
was
just
drawn
to
the
fact
that
the
amount
of
time
spent
on
anti-fraud
and
corruption
was
above
both
the
agreed
and
revised
plan
days
by
quite
a
substantial
amount,
and
I
assume,
there's
obviously
had
to
be
concomitant
reductions
in
order
carried
out
in
other
areas,
such
as
financial
directorate
risks,
etc.
And
I'm
just
wondering
why
there
was
that
that
sudden
extra
100
days
required
that
weren't
planned
for
anti-fraud
and
corruption.
G
So
I'm
not
aware
of
the
full
details
on
this
one
as
it's
not
an
audit
that
I
was
involved
in
directly,
but
I
am
aware
that
in
that
particular
area,
there's
been
some
significant
staffing
and
structuring
changes
which
I
think
have
held
up
some
of
the
progress
in
that
area.
So
there's
been
kind
of
activities
that
have
tried
to
implement
ongoing,
around
say,
service
level
agreements
and
the
agreement
of
rates
for
those
particular
charges
in
the
absence
of
a
formal
contract.
G
Well,
I
think
with
the
accumulation
of
staffing
and
structuring
changes
and
the
pandemic,
and
things
like
that
is
delayed
the
progress
a
little
bit
further
than
they
would
have
liked
around
the
actual
formal
contract,
and
that
relates
specifically
to
that
area,
rather
than
some
of
the
other
areas
of
social
care.
So
as
I'm
aware
that
that
is
the
explanation
around
that
part
of
it,
then
on
the
actual,
planned,
actual
versus
planned
dates
and
in
the
fraud
area.
G
K
Thank
you
chair
just
on
the
energy
support
scheme.
I've
got
an
update
and
we
have
320
000
households
that
were
eligible
for
the
payments
in
banzai
today,
and
what
we
have
done
is
all
those
who
pay
by
direct
debits
have
now
had
their
payment.
All
those
that
have
applied
through
the
application
form
online.
K
We
have
to
do
a
number
of
checks
to
make
sure
that
there's
no
fraudulent
claims.
We
had
a
number
of
those
applications
that
were
flagged
by
the
spotlight
system.
So
what
we
had
to
do
is
to
go
through
those
flags
and
to
identify
how
we
could
mitigate
that
to
make
the
payments
on
some
of
them.
K
We've
made
the
bax
payments
because
we've
been
able
to
do
that,
because
we've
confirmed
that
the
person
who
paid
the
use
on
the
application
form
is
on
the
liability
for
the
council
tax,
and
so
you
have
more.
Sometimes
you
have
more
than
one
person
on
there
and
we
had
some
others
that
and
we've
issued
post
office
vouchers
for
and
because
we
couldn't
confirm
the
bank
details
weren't
fraudulent,
but
we'd
sent
the
post
office
voucher
to
the
household
and
and
we're
progressing.
K
Those
at
the
moment
we
have
got
a
number
around
8
000
who
haven't
applied.
Who
are
eligible
so
we
wrote
we
put,
we
did
a
social
media
out
to
try
and
encourage
everybody
to
apply,
and
then
what
we've
done
is
we've
said
on
the
24th,
which
is
today,
is
the
last
day
for
people
to
apply
for
that
payment.
K
What
we
are
then
going
to
do
is
process
those
who've
applied
and
either
do
the
backs
payments
for
those
where
we
can
and
it's
not
flagged
on
the
spotlight
system,
where
it's
flagged,
we'd
pay
them
with
a
post
office
voucher,
and
then
we
will
run
a
report
and
compare
it
against
all
those
who
are
eligible
for
the
150
pound
payment.
K
Once
we've
confirmed,
who's
actually
have
the
payment
and
who
hasn't?
We
will
then
credit
their
council
tax
account
for
the
150
pounds,
and
then
we
will
reissue
the
council
tax
bills.
As
you
can
appreciate,
this
is
no
mean
fee
and
the
team
that
are
dealing
with
it
are
not
they're,
not
a
team
for
making
payments.
The
revenues
team
will
collect
income,
so
it's
over
and
above
their
normal
work,
but
they've
worked
extremely
hard
to
get
this
resolved
as
quickly
as
we
can.
Thank
you.
E
K
I'll
come
back
on
the
150
pounds.
If
that's
okay,
we
did
receive
new
burdens
funding
for
the
for
administrating
this
and
which
does
help.
But
it's
obviously
we
need
trained
staff
who
are
used
to
using
the
systems.
So
it's
been
about
people
working
and
part-time
staff
working
full-time
and
asking
people
to
do
over
time.
That
enables
us
to
do
this,
and
the
spotlight
system
is
a
government
system
that
we
use
and
it
checks
a
number
of
different
things
which
obviously
I
don't
want
to
say
what
it
checks.
But
it
goes
through.
K
One
of
the
things
is
checking
the
bank
accounts.
Details
are
valid,
but
he
does
a
number
of
other
checks
as
well
and
then,
if
it
fails,
it
will
red
flag
and
we'll
send
us
we
get.
We
have
a
report
of
those
that
we
have
to
do
further
checks
on
okay,
but
it's
a
government
system.
I
don't
know
if
louise
is
there
anything
else
to
add
on.
D
No,
it's
a
government-run
system
through
the
cabinet
office
and
it
it
checks.
The
bank
account
details
and,
as
victoria
said
it
red
flags.
Where
there's
been
a
mismatch
in
the
data.
That's
received.
D
G
I'm
just
going
back
to
the
mental
health
services
you'll
call
I
mentioned
recommendation
tracking
so
through
that
process.
Now,
each
time
we
issue
a
recommendation
that
is
then
followed
up
by
by
the
service
area.
So
it
goes
on
to
a
tracker.
We
require
services
to
provide
an
update
to
that
and
information
will
then
come
through
to
the
committee
around
the
implementation
of
those
recommended
recommendations.
So
by
default
it
stays
on
our
radar
there,
but
for
some
extra
reassurance
there
as
well.
G
We
also
have
a
program
of
contract
reviews
so
once
that
contract
is
up
and
running
because
of
some
of
the
issues
there,
it
immediately
goes
on
to
our
radar
in
our
risk
assessment
for
potential
contract
review
work.
So
it
will
be
a
consideration
for
that,
as
well
as
you'll
see
on
there
the
wider
cis
payments
so
payments
to
providers
of
social
care
services,
we
do
have
a
routine
to
potentially
follow
it
up
through
that
as
well.
G
A
Thank
you
and
welcome
carl
to
al
mason.
I
was
stuck
in
traffic,
so
welcome
to
today's
meeting
counsellor
flynn.
I
believe
you
had
a
question.
N
Thanks
paul-
and
forgive
me
if
these
have
all
been
answered
in
previous
years
or
whatever
I
think
I
know
the
answer
to
the
first
one,
but
I'll
ask
all
three
together
here:
okay,
the
first
one
is
complimented
to
paul's
on
on
page
23,
the
mental
health
contracts
home
care,
page
26,
which
is
the
budget
review
group
and
page
27.
The
transformer
transformation
program
there's
a
sort
of
a
link
between
the
last
two,
but
a
bit
of
an
eye
opener
that
there
was
no
framework
contract
in
place.
N
My
understanding
is,
there
have
been
a
number
of
significant
changes
in
home
care
provision
over
the
last.
Well,
since
I
was
an
adultson
health
scrutiny
board,
god
knows
how
long
ago,
with
paul
actually-
and
I
find
it
quite
surprising-
that
there's
there's
no
framework
contract
in
place
and
even
worse
document,
no
documentation,
support
selection
of
providers
and
rates.
N
I
I
assume
you're
just
looking
at
the
financial
sort
of
side
of
this,
the
audit
side
of
it.
What
I'm
concerned
about
is
the
level
of
care
that's
going
to
be
provided
to
the
people
concerned
that
we're
not
watching
the
contracts
and
the
water
contracts
and
the
suppliers
or
providers.
N
N
Why,
first
of
all
just
adults
and
health,
because
every
director
has
got
budget
action
plans,
do
you
look
at
the
veracity
of
strategic
reviews
as
against
business
as
usual,
because
it
certainly
doesn't
seem
to
go
under
the
auspices
of
the
scrutiny
board
I'm
on
and
I
would
query
whether
some
of
the
business
as
usual
projects
were
actually
biu
or
whether
they
should
be
strategic
reviews,
and
you
know
the
reason
why
I'm
asking
that
question
and
finally,
the
transformation
program.
G
But
I
must
stress
that
the
adults
in
health
area
is
not
an
area
where
I
have
portfolio
responsibility
and
internal
audit,
so
I
don't
know
all
of
the
detail
there.
However,
just
going
back
to
the
the
contract
first
off,
so
we
tend
not
to
solely
focus
on
the
financial
part
of
it.
Obviously,
the
financial
side
of
it
is
very
auditable
in
terms
of
the
rates,
but
we
do
look
wider
than
that
around
how
contracts
or
arrangements
that
should
lend
themselves
to
contracts
are
managed
from
a
quality
assurance
perspective.
G
So
we
don't
neglect
the
side
of
it
around
how
we
get
assurance
over
what
it's
delivered,
as
well
as
the
price
that
it's
been
delivered
at
and
where
we've
said
around
the
absence
of
documentation.
That
might
be
perhaps
misrepresentative
wording.
Because
again,
I
am
aware
that
it's
not
a
case
of
no
documentation
to
support
the
rates.
It's
a
case
of
perhaps
inconsistent
documentation
and,
in
some
cases,
a
lack
of
retention
of
that
documentation.
G
G
I
feel
that
would
tie
that
together
is
not
has
not
always
been
there
in
that
period,
so
it
makes
it
difficult
for
us
to
give
the
more
substantial
assurances
in
that
area
the
other
areas
I
do
feel
that
may
be
something
where
it
may
be
helpful
for
us
to
to
provide
some
information
outside
of
the
committee
to
yourself
with
a
more
detailed
response
than
I
would
be
able
to
provide
today
unless
anybody
else
has
anything.
They
would
like
to
add
on
that.
At
this
point,.
A
Any
oh
someone
else
must
be
any
follow-up
questions.
Oh,
I
guess.
G
The
transformation
program
I
was
kind
of
bringing
that
within
as
well,
so
that
if
we
give
a
more
full
response
on
the
budget
review
group
and
the
transformation
program,
I
feel
that
would
be
more
value.
Adding
to
the
committee
than
the
information.
I
would
be
in
a
position
to
provide
today.
If
I'm
honest,.
N
Red
light,
yeah
thanks
very
much
I'd
assume
as
much.
I
mean
you're,
obviously
on
an
entirely
separate
sort
of
plane
from
the
people
providing
the
the
care,
but
the
I
mean
your
answer
on
the
no
minimal
documentation.
I
know
where
you're
coming
from
the
simple
fact
of
the
matter
is
there
isn't
any
there
and
therefore
you
can't
provide
assurances,
because
it's
not
there
on
the
at
the
second
point,
the
the
it
was
on
the
budget
action
plans.
N
Do
you
have
anything
to
do
at
all
with
the
veracity
of
them,
whether
they,
whether
they
should
be
one
or
the
other,
on
the
directorate
that
you're
looking
at
I
mean
this
specifically,
is
is
adults
and
health,
and
it
just
seems
strange
you're
looking
at
that
one
and
not
all
of
the
other
groups
or
the
other
directories.
F
Sorry
can
I
answer
that
one,
please
sorry,
louise
booth,
how
to
audit,
and
we
have
actually
had
a
program
of
work.
We
are
looking
at
all
the
directorates,
but
during
this
program
of
work,
we're
actually
looking
at
the
arrangements
in
place
not
actually
at
what
they're
looking
at.
So
it's
more
around
the
controls,
how
the
processes
have
been
been
established,
rather
than
actually
the
content
within
those
programs.
If
that
makes
sense,.
N
Yeah
yeah
I
mean
these.
These
are
fairly
key
to
budget
setting.
You
know
the
the
financial,
the
midterm
financial
review
and
all
the
rest
of
it.
It's
just
that.
I
have
a
lot
of
concerns
about
strategic
reviews
and
business
as
usual,
and
I'm
not
clear
still
not
clear,
really
on
on
what
you're,
looking
for
specifically
in
adults
of
health
rather
than
anywhere
else.
K
Yeah,
thank
you.
The
the
budget
action
plans
are
part,
as
you've
said,
is
the
budget
setting
process
and
we
monitor
those
throughout
the
year
and
they're
reported
to
executive
board
on
a
monthly
basis.
They
then
go
to
each
of
the
scrutiny
panels
who
review
and
manage
who
view
and
scrutinize
the
achievement
of
those
budget
action
plans.
K
A
Anybody
else
want
to
add
to
that
before
I
move
on
to
councillor
illingworth
no
councillor
illinois.
C
Yes,
thank
you
chair.
It's.
I
want
to
return
to
a
matter
which
I
raised
last
year
on
internal
audits
and
particularly
focus
on
the
independent
nature
of
the
inquiry
which
which
takes
place,
and,
although
we're
obviously
mainly
focused
on
money,
it's
not
the
only
consideration
for
auditors,
feasibility,
efficiency,
value
for
money,
unintended
consequences,
also
the
things
which
may
legitimately
raise-
and
it
may
require
a
technical
appraisal
of
the
draft
proposals.
C
That's
the
issue
which
I
tried
to
raise
last
year
that
we
were
not
really
staffed
and
equipped
to
deal
with
technical
issues
relating
to
a
project.
We
could
only
well
we're
good
at
money,
but
not
necessarily
sorry.
C
C
Well,
my
question
is:
what
do
I
do
next,
I'm
still
not
satisfied
with
the
outcome.
I
don't
think
we've
had
that
independent
look,
that
we
should
have
had
there's
an
element
of
people
marking
their
own
homework
in
the
way
that
the
council's
procedures
work,
and
so
I'm
flagging
it
up
on
the
issue
of
independence
and
being
sat
further
back
from
the
issues
and
then
the
people
who've
done
the
design
work
and
said:
is
this
right
and
what
does
a
member
do
next,
when
they're
not
satisfied
with
the
outcome.
A
I'll
be
honest,
counselor,
english.
I
don't
think
this
is
a
question
for
this
committee.
I
think
that's
a
question
that
will
raise
the
appropriate
exec
board
member
and
the
appropriate
chief
officer
in
in
the
planning
section.
I
don't
think
that's
really
sorry,
john,
that
that
is
a
specific
planning.
A
related
query
you've
effectively
raised
it's
not
really
something
for
governance
and
order
in
this
forum.
So
are
there
any
other
questions
from
any
other
counselors
before
we
move
on
yet.
M
A
customer
satisfaction
question
is
4
out
of
13
were
just
not
replied
to.
We
didn't
get
an
answer
at
all
and
I'd
like
to
know
which
directorates
they
were
from
please
and
what
we
do
about
that
and
how
long
do
they
have
and
what
do
we
do
with
customer
satisfaction
questionnaires?
Do
they
actually
affect
policy?
G
And
the
ones
that
haven't
been
replied
to
as
yet
council
island.
We
don't
know
for
sure
that
they
won't
be
reply
to
it
or,
as
I
say,
for
example,
in
the
in
the
graph
you'll
see
there
with
schools
and
academies
the
table
says
we
issued
six.
We
got
one
back.
I
am
aware
that
since
the
period
closed,
we've
had
another
few
back,
but
this
particular
report
looks
at
a
specific
period
of
time.
So
it's
outside
of
that
in
terms
of
satisfaction
scores
in
general,
all
the
questionnaires
in
general.
G
We
are
we're
continually
looking
at
ways
to
try
and
generate
more
and
more
feedback
through
this
now
I
know
we
are
still
falling
short
at
the
moment
with,
I
think
69.
In
this
particular
period.
G
We
try
to
follow
those
up
where
we
can-
and
there
probably
are
opportunities
for
us
to
strengthen
that
process,
to
try
and
increase
that
response
rate
further,
but
we've
seen
an
upwards
climb
in
it
over
the
course
for
a
reasonable
amount
of
time.
Here
I
do
accept.
There
are
areas
where
we
can
still
improve
on
that,
but
the
response
rate
is
something
that
is
constantly
on
our
radar
to
try
and
pick
up.
F
Can
I
also
add
sorry
that,
due
to
feedback
from
one
of
our
auditors,
they've
actually
suggested
that
we
actually
introduced
the
fact
that
we're
gonna
issue
a
quality
questionnaire
at
the
end
of
the
process
as
part
of
the
terms
of
reference,
so
we're
actually
gonna
be
teeing
up
the
the
the
officers
in
the
directorates
beforehand
and
then
remind
them
again
in
the
report.
So
we
are
trying
to
think
of
ways
to
actually
improve
the
response
as
well.
M
Well,
if
that's
going
to
be
policy,
fine,
let's
tell
us
when
it's
going
to
begin.
Please
I'd
like
to
know
at
the
next
meeting
who
is
not
yet
replied
and
also
at
the
point
about
do
you
give
them
a
month
to
reply
make
audits
say
a
month
from
now
we
should
report
to
the
government
committee
who
have
not
yet
replied.
A
Can
I
see
us
rather
than
putting
that
answer
next
to
me?
If
we
can
just
have
a
briefing
note
sent
out
and
then
we
can
make
a
note
of
it
in
a
minute,
because
if
it's
just
for
factual
information,
second
isn't
yeah
yeah
yeah
any
other
questions
from
anyone.
Yet.
I
Thank
you
quite
a
few
of
my
questions
have
already
been
asked,
so
so
I
will
I'll
make,
and
I've
got
two
that
I'm
going
to
lump
together
as
one
if
that's
all
right.
It
relates
to
I'm
pleased
to
hear
that
you're
going
to
report
back
to
audit
committee
on
actions
at
the
you've
got
your
action
tracker
in
place
and
you'll
be
reporting
that
back
to
audit
committee.
I
I
think
you
said
in
your
annual
report
linked
to
that
is
a
question
around
how
you
talk
about
follow-up
and
following
up
previous
limited
or
no
assurance
reports,
do
you
have
a
set
time
frame
on
when
you
do
that
follow-up?
Do
you
know?
I
Do
you
agree
that
you
will
follow
up
no
later
than
12
months
after
the
issue
of
the
initial
report,
for
example,
and,
as
I
say,
two
questions
linked
together,
so
that's
part
one
and
then
part
two
is:
are
you
seeing
or
do
you
see
any
problems
in
the
implementation
of
actions
which
links
very
much
to
follow-up,
and
do
you
ever
do
you
come
across
having
to
roll
actions
forward?
Is
that
something
that
you
would
propose
to
bring
back
through
the
form
of
a
dashboard
to
audit
committee?
G
Okay,
so
so
on
that
with
the
the
recommendation
tracking
in
general,
so
this
is
it's
quite
a
new
process
for
us,
so
I'm
sure
try
and
describe
how
how
we've
made
this
work,
and
hopefully
hopefully
that
will
be
helpful
to
you
in
terms
of
the
information
that
you
will
then
start
to
see.
Coming
back
so
every
time
we
issue
a
report.
G
Obviously
there
are
recommendations
in
there
the
high
and
medium
priority
ones
in
particular,
so
the
ones
with
the
big
impact
are
the
ones
which
go
on
to
the
tracker
and
we
are
then
sending
reminders
out
across
directorates
for
them
to
have
the
ownership
over
completing
that
and
then
very
much.
G
As
you
say,
we
plan
to
come
back
to
committee,
first
of
all
in
the
annual
report
and
then
regularly
through
the
update
reports
with
some
dashboard
information
that
shows
whether
things
have
been
implemented
in
line
with
the
target
time
scale
that
we
agreed
in
the
report
and
obviously
where
that
hasn't
happened.
That
will
give
the
committee
the
chance
to
zero
in
on
the
areas
where
there
are
particular
improvements
on
the
follow-up
audit
process
in
general,
which
remains
in
place.
G
What
we
will
normally
try
to
do
is
agree
that,
at
the
point
that
we
issue
the
report
and
agree
a
time
scale
where
possible,
and
then
it
stays
on
our
radar
and
we
stay
in
touch
with
the
service
to
schedule
that
in
again
with
something
like
that,
we
were
always
looking
at
at
the
best
ways
of
doing
things
and-
and
I
guess
the
most
robust
way
of
doing
that.
So
if
members
have
a
particular
view
on
on
a
time
frame,
we
would
listen
to
that.
G
Obviously,
but,
generally
speaking,
it
tends
to
be
a
judgement
call
on
the
individual
audit
area,
and
we
will
agree
that
at
the
point
the
report
is
issued
around
when
we
go
back.
F
Can
I
also
interject
on
that
sorry,
obviously
we're
now
also
showing
members
where
audits
are
delayed
or
swapped
in
and
out.
So
obviously,
these
follow-ups
would
be
planned
and
if
there's
any
change
to
that
plan,
that
would
be
highlighted
through
the
reporting
process
as
well.
I
I
do
have
a
separate
question
if
that's
all
right,
thank
you
for
those
responses.
They
were
helpful,
totally
separate
someone
mentioned
independence
before
and-
and
I
think
it's
great
to
see
that
you've
got
a
whole
host
of
other
work
in
addition
to
what
you
do
in
your
audit
plan,
I
I
really
do
think
I
welcome
that.
I
did.
I
My
question
is
around
how
you
demonstrate
to
yourselves
and
then
towards
ultimately
that
you
are
retaining
your
independence,
where
you're
going
in
you
know
in
life
and
offering
advice,
there's
quite
a
lot
of
references
to
providing
advice
which
is
good.
I'm
not
saying
that's
wrong
at
all,
but
just
to
give
yourselves
and
ourselves
comfort
that,
where
you
are
providing
such
advice
when
you
go
and
provide
assurance
later
on,
you're,
not
marking
your
own
homework.
In
that
respect,.
F
First
and
foremost,
we
we
are
there
for
advice
and
at
no
point
we
are
a
decision
maker,
and
that
is
made
clear
in
terms
of
reference
for
any
board
that
we're
members
of
so
we
can
give
you
a
list
of
the
the
boards
run
and
the
copies
of
the
terms
of
reference
if
that's
needed,
but
we
we
do
stipulate
right
right
from
the
start.
We've
also
had
the
ps,
well
the
science.
F
What
as
I
call
it,
that
is
the
public
sector,
internal
audit
standards,
audit,
it's
where
we
are
audited
ourselves,
and
that
happens
every
five
years.
We've
recently
I
say
recently
it
was
christmas
time
and
we
we
passed
our
external
assessment
with
flying
colours
and
so
that
obviously
confirmed
independence
as
well.
E
Yes,
thank
you
chair.
It's
a
comment
followed
by
a
question
which
I
think
we
need
to
ask
as
a
committee
and
it's
about
resources
that
are
devoted
to
audit
now.
Clearly,
no
one
on
the
doorstep
is
ever
going
to
say
to
us
as
politicians,
I'll
only
vote
for
you
if
you
spend
more
money
on
oregon
but,
on
the
other
hand,
is
quite
important
because
clearly
audit
is
about
value
for
money.
It's
about
combating
fraud,
it's
about
greater
efficiency,
about
streamlining
things
and
each
year
and
linda
referred
to
this.
E
We
have
an
annual
audit
report
which
gives
us
an
idea
of
what's
going
to
be
audited
during
the
course
of
the
year.
Now
going
back
to
my
previous
question
about
the
amount
of
time
actually
spent
in
various
areas
of
audit,
I've
no
problem
with
extra
money
being
spent
on
looking
at
fraud.
But
what
that
does
mean
is
that
there
is
less
order
to
time
to
be
spent
on
some
of
the
other
components
of
that
annual
plan,
and
I'm
just
wondering
how
far
those
changes
in
focus
have
changed.
E
F
Thank
you
for
that
question.
Any
changes
to
the
plan
do
come
through
the
audit
committee
and
get
reported
to
you
throughout
the
year
and
what
I
would
say
is
that
obviously,
we've
gone
through
an
unprecedented
time
that
has
heavily
influenced
the
way
we've
done
our
auditing
and
what
we've
audited
fraud
being
a
significant
part
of
that,
and
obviously
all
the
types
of
response
to
covert.
F
Also
we're
undertaking
service
reviewers
as
a
as
a
service
like
the
rest
of
the
council.
So
we
are
going
through
a
process
of
assessing
the
resources
and
the
type
of
auditors
and
the
type
of
audit
work
we
do.
The
council
is
actually
going
through
a
significant
period
of
transformation,
so
we're
looking
at
whether
we
are
fit
for
a
service
now
and
not
not
only
now,
but
in
the
next
five
ten
years.
So
we
I'm
currently
working
through
that
with
victoria
at
the
minute,
and
any
proposals
will
be
coming
to
committee.
A
Follow
up
before
I
move
on?
No
thank
you.
So
I'm
gonna,
because
we've
got
some
other
agenda
items.
So
just
in
terms
of
the
recommendation
does
the
committee
agree
the
recommendation
set
out
in
the
paper
to
a
receive
the
internal
audit
update
report
covering
the
period
from
march
to
may
2022
and
note
the
work
undertaken
by
the
internal
audit
during
the
period
covered
by
the
report
b.
A
Note
that
there
have
been
no
limits
in
scope
and
nothing
has
arisen
to
compromise
the
independence
of
the
internal
audit
during
the
reporting
period
and
c
received
the
report
providing
information
related
to
the
monitoring
of
urgent
decisions
covering
the
period
of
march
to
may
2022.
A
And
you
don't
any
abstentions.
There
we
go
moving
on
item
agenda
number
nine,
then
please
and
I
believe
louise
is
presenting
this
one.
D
Thank
you
chair,
so
this
report
sets
out
the
counter
fraud
activities
undertaken
over
the
period
october
to
march
as
part
of
the
counterfeit
and
corruption
assurance
plot.
Within
the
audit
plan,
the
report
is
in
two
main
sections:
the
reactive
work
undertaken
to
investigate
concerns
raised
by
staff
members
of
the
public
and
also
the
proactive
work
to
review
the
controls
in
place
to
prevent
fraud
from
occurring.
D
Paragraph
8
highlights
that
at
the
end
of
march,
21
referrals
were
being
investigated.
Investigations
are
undertaken
either
by
internal
audit,
human
resources,
staff
within
directorates
or
a
combination
of
these.
In
all
cases,
internal
audit
undertake
a
risk
assessment
upon
receipt
of
the
referral
and
determine
the
most
appropriate
investigative
route.
D
D
The
national
fraud
initiative
is
an
exercise
conducted
by
the
cabinet
office
every
two
years
that
matches
electronic
data
within
and
between
public
and
private
sector
bodies
to
prevent
and
detect
fraud
and
error.
Relevant
teams
within
the
council,
for
example,
internal
audit
benefits,
housing
and
tenancy
fraud
have
been
working
through
the
matches
on
a
risk
basis.
D
D
We
continue
to
take
work
on
the
kobe
business
grants.
A
separate
paper
has
been
produced
and
circulated
to
members
a
review
of
the
controls
within
the
direct
payment.
Audit
team
has
also
been
undertaken
which
found
that
the
fraud,
prevention
and
detection
controls
were
robust
and
operating
well
in
practice.
D
Part
of
our
role
is
to
ensure
that
staff
are
made
aware
of
fraud,
risks
and
know
where
to
raise
concerns.
We
promoted
these
during
international
fraud
awareness
week
in
november,
via
the
insight
page,
where
we
updated
the
tackling
fraud
and
corruption
toolkit
and
included
the
revised
whistleblowing
policy
and
counter
fraud
encryption
strategy.
D
Our
counterpro
training
package
has
been
uploaded
to
the
performance
and
learning
system
for
staff
to
complete.
This
was
communicated
through
the
best
council
leadership
team
and
the
manager
communications
email.
So
far,
240
people
have
undertaken
the
training
we
will
undertake
targeted
communications.
Key
staff
groups
to
promote
the
training.
Further
part
of
our
role
is
also
to
undertake
a
refresh
of
the
corporate
council
for
all
policies,
and
we
are
currently
reviewing
the
anti-money
laundering
policy,
which
should
be
completing
time
for
the
next
candle
fraud
update
to
the
committee.
D
N
Thank
you
on
page
47.
I
can
understand
why
most
of
the
referral
types
are
in
there,
but
the
safeguarding
one
under
children,
families
a
bit
of
a
puzzle.
Could
you
give
us?
I
know
you
can't
give
us
any
confidential
information,
but
could
you
give
us
a
bit
more.
D
Yeah,
our
reporting
lines
are
such
that
people
can
email
telephoners
with
with
any
concerns
that
they
have
at
all.
So
we
are
kind
of
a
conduit
to
pass
information
onto
the
directorate.
So
in
the
case
of
the
safeguarding
referral,
that's
something
that
we
would
receive
their
concerns.
It
may
be
that
they
didn't
know
where
they
should
be
reporting
that
to
so,
then
we
obviously
know
the
right
people
to
contact
and
pass
those
concerns
on.
N
D
Yes,
we
receive
information
from
other
directorates,
so
we
get
either
an
investigation
report
or
some
kind
of
confirmation
that
they've
undertaken
an
investigation
and
the
outcomes
of
that
just
so
that
we
can.
We
can
read
it
and
compare
it
to
the
allegations
that
have
been
received
just
to
give
some
additional
assurance
that
everything's
being
captured
and
looked
into.
E
E
There
is
reference
to
the
direct
payment
review
and
the
4.9
million
being
lost
nationally
has
been
any
fraud
detected
in
leaves
itself,
and
my
final
question
relates
to
the
use
of
the
regulation
of
investigatory
powers
act
and
the
fact
that
we
don't
seem
to
make
much
use
of
it,
whereas
I
think
in
some
local
authorities
it's
used
for
a
whole
gamut
of
investigations
such
as
benefit
fraud,
environmental
crime,
I
mean.
Is
there
a
presumption
in
leads
that
we
don't
use
it
and
that
there
are
other
approaches
that
don't
require
this
particular
particular
piece
of
legislation.
D
Thank
you
councillor
regarding
your
first
question
regarding
those
that
were
received
from
members
of
the
public
and
staff,
I
haven't
split
that
analysis
down
in
this
report,
but
if
you
find
it
helpful
for
me
to
do
so
in
the
future,
that's
something
that
I
can
do.
D
Regarding
the
fraud
in
direct
payments,
that's
not
some
information
that
I
have
to
hand
at
this
point
in
time,
but
what
we're
hoping
to
do
as
part
of
future
developments
of
this
report
is
to
bring
in
areas
from
other
areas
of
fraud
within
the
council,
such
as
housing,
tenants,
say,
direct
payments
so
that
you
have
more
assurance
regarding
the
different
types
of
fraud
experience
within
the
council,
so
not
just
from
internal
audits,
point
of
view
and
referrals
received
through
the
whistleblowing
route,
we're
hoping
to
develop
this
report
so
that
it
represents
more
corporately
the
fraud
that
is
occurring
and,
regarding
your
final
query,
I'm
afraid.
D
That's
not
something
I
can
answer,
I'm
not
sure
it's
for
each
different
directorate
when
they're
undertaking
investigations
how
they
go
about
that
in
terms
of
whether
they
make
use
of
the
legal
powers
but
yeah,
I'm
not
sure
if
anybody
from
legal
can
advise
on
that.
D
H
Thanks
chair
going
to
page
47
non-compliance
with
policies
and
procedures,
we've
got
three
not
proven
cases
there.
My
question
would
be
around
the
referrals.
H
Where
were
the
referrals
made
from
the
internal
referrals
or
external
and
also,
if
that's
the
case,
because
three
cases
you
know,
obviously,
if
it's
not
proven,
then
do
they
not?
Is
there
not
is
some
sort
of
cry
out
for
more
training
with
regards
to
compliance
and
policies
and
procedures
in
certain
you
know
inserted
areas?
Thank
you.
D
Yep
again,
I
haven't
split
this
table
down
to
where
we
received
the
referrals.
So
if
it's
helpful
in
the
future,
I
can
split
that,
in
terms
of
whether
that's
come
from
a
member
of
the
public
or
a
member
of
staff
in
terms
of
cases
that
are
not
proven
in
all
cases
where
we
undertake
investigations,
we
produce
a
report
at
the
closure
of
the
investigation,
which
will
highlight
opportunities
for
the
service
for
improvement.
D
So
that's
that
is
something
that
gets
issued
at
the
end
of
every
investigation.
D
The
recovery
at
the
moment,
most
of
the
cases,
are
from
council
tax
reduction
and
the
housing
benefits,
so
that
is
income
that
is
coming
back
to
us
from
ongoing
payments.
So
it's
all
to
do
with
the
benefits
service.
I
Thank
you
just
a
quick
one
relating
to
your
comparative
trends
year
on
year.
I
think
it's
paragraph
eight
on
my
papers.
Do
you
also
compare
to
other
councils?
How
you,
I
guess
it
links
back
to
the
effectiveness
of
your
fraud.
Awareness
raising,
really,
you
know.
Do
you
measure
that
effectiveness
by
comparing
and
benchmarking
to
other
councils
how
well
it
sounds
bad
when
you
say
how
well
you're
doing
about
the
number
of
cases
that
you
have
reported,
but
you
know
the
effectiveness
of
the
off-road
awareness
track
raising.
I
Is
that
measured
through
comparing
numbers
with
other
councils?
If
that
makes
sense.
D
A
lot
of
councils
have
corporate
fraud
teams,
whereas
within
leed
city
council
we
have
internal
audit
who
are
responsible
for
kind
of
corporate
oversight,
but
we
also
have
teams
within
housing.
The
blue
badge
team
benefits.
So
it's
more
split
up
throughout
the
council,
rather
than
it
up
being
in
one
team.
A
Follow-Ups
any
other
questions.
Okay,
so
where
am
I
lost?
Where
I
am?
Does
the
committee
agree
the
recommendation
to
set
out
in
the
report
quick
show
of
hands
everyone
happy
with
that?
Yeah
any
abstentions?
And
he
knows
there
we
go
straightforward.
That's
what
we
like
so
item
agenda
number
10
over
to
you,
kate,.
B
Thank
you,
chair
and
again,
with
apologies
to
those
who've,
been
on
the
committee
for
some
time
and
have
been
through
the
decision-making
cycle
of
internal
control.
A
number
of
times,
I'm
going
to
go
in
a
little
bit
more
depth
for
those
who
are
new
to
the
committee.
B
The
decision-making
framework
runs
throughout
the
council's
arrangements
to
give
effect
the
principles
and
commitments
of
the
local
code
of
corporate
governance,
in
particular,
it's
very
relevant
to
openness
and
stakeholder
engagement
to
proportionate
and
sustainable
and
realistic
decision-making
and
to
developing
capacity.
B
There
are
no
significant
changes
this
year
from
the
arrangements
in
place
last
year
and
there's
there's
nothing
to
highlight
from
that
point
of
view
within
the
report,
the
next
stage
of
the
cycle
is
to
look
at
clearly
communicate.
How
well
have
arrangements
been
articulated
and
shared
with
those
who
need
to
be
carrying
out
those
systems?
B
B
So
we've
delivered
training
remotely
to
330
officers,
and
the
feedback
has
been
overwhelmingly
positive,
albeit
perhaps
reluctantly
so
because
it
is
a
dry
subject
and-
and
we
recognize
that
whilst
officers
recognize
that
remote
delivery
is
okay
in
the
circumstances,
there
is
an
indication
that
they
would
prefer
a
return
to
face
to
face,
and
we
will
be
looking
at
that
and
we'll
also
be
fully
assessing
the
feedback
that
we've
got
as
we
consider
and
develop
the
offer
for
leaders
and
managers
and
for
all
those
who
are
involved
in
in
decision
making
and
needing
to
understand
council
structures
and
how
they
work
at
any
level.
B
B
We
do
at
this
point,
show
you
within
the
report
how
many
decisions
have
been
published
and
there
are
a
few
fewer
than
in
previous
years,
and
I
think
that
in
part
that's
the
coveted
effect.
There
was
a
a
bump
up
in
the
number
of
decisions
that
we
had
to
take
around
payment
out
of
covid
grants
around
closing
premises.
B
There
were
all
sorts
of
things
that
we
were
taking
decisions
about,
there's
also
a
big
shift
in
the
number
of
decisions
made
between
the
director
of
resources
and
the
directorate
of
communities,
housing
and
environment,
and
that's
the
realignment
of
the
housing
function
from
one
to
the
other
and
simply
the
shift
of
decisions
that
go
with
that
after
effectively
embed.
We
look
at
meaningfully
monitor,
so
this
is
the
bit
where
those
with
specialist
oversight
and
control
are
looking
at
whether
the
system
is
working.
B
We
have
a
number
of
established
performance
indicators
and
we
were
performing
fabulously
against
those
before
covid
to
the
point
where
we
we
asked
members
to
actually
up
the
performance
indicator
and
then
obviously
didn't
meet
it
even
even
closely
in
in
the
first
year
of
covert,
those
performance
levels
are
coming
back
up,
they're
very
nearly
there
they're,
just
not
quite
there
yet
in
terms
of
publication
to
the
list
of
forthcoming
key
decisions.
B
It
looks
in
the
most
part
that
that's
driven
by
the
financial
challenge
and
those
decisions
that
are
taken
under
urgency
procedures
are
the
ones
where
we're
getting
grant
money
in
and
we
have
to
sign
on
the
dotted
line
or
they
won't.
Let
us
have
it
that
that
sort
of
information.
B
The
recommendation
is
that
the
performance
indicators
are
left
where
they
are
for
the
time
being
and
we
continue
to
strive
to
meet
them,
but
at
the
same
time,
we'll
look
to
doing
a
review
over
the
coming
year,
a
bit
of
benchmarking
with
other
authorities
to
see
what
they
do
to
see.
B
We've
developed
sample
testing
of
decisions
taken
by
officers
we're
in
the
very
early
stages
of
this
we've
done
a
couple
of
months
of
of
the
cycle,
but
making
sure
that
all
the
things
that
we
expect
to
see
in
a
decision
report
are
there
in
the
right
way.
We
need
to
look
at
how
we
deliver
on
that,
but
I
think
it
will
be
helpful
assurance
to
committee
in
the
fullness
of
time,
as
I've
said
we're
going
to
look
at
some
benchmarking
as
well.
B
And
finally,
we
need
to
fully
review
the
feedback
that
came
in
the
survey
of
internal
control
to
look
at
the
responses
that
came
there.
But
members
will
see
that
there
were
two
themes
that
arose.
A
That
that's
called
a
comprehensive,
but
none
love
it.
Okay,
so
straight
on
to
the
recommendation,
then,
does
the
committee
agree
that
the
recommendation
set
out
in
the
report
to
consider
and
note
the
positive
assurance
set
out
in
the
decision-making
statement
of
internal
control
attached
appendix
a
of
this
report?
We
all
happy
with
that.
There
we
go
straight
forward
there.
You
go
lightning
speed,
love!
It
item
number
11..
I
believe
simon
is
doing
this.
Thank
you.
J
Thank
you
chair.
The
paper
sets
out
and
proposed,
I
guess
you'd
call
them
developing
governance
arrangements
for
the
best
city
ambition
and
for
government
governance
purposes.
J
The
best
city
ambition
replaces
the
best
council
plan,
though
it's
far
much
more
of
a
far
more
explicitly
partner-oriented
strategy
than
perhaps
the
best
council
plan
and
the
adoption
of
the
best
city
ambition
triggered
a
whole
range
of
activity,
looking
at
underpinning
strategies
and
partnerships
and
activities
that
we're
doing
so,
we're
seeing
2022-23
as
a
transitional
year
in
moving
from
the
kind
of
existing
legacy
of
arrangements
and
performance
frameworks,
et
cetera,
that
underpin
the
best
city
ambition
to
move
to
a
refreshed,
revised
approach
that
fully
reflects
sorry,
I'm
getting
the
best
city
and
bismuth
best
council
plan
mixed
up
here,
which
reflected
that
the
best
castle
plan
moving
to
one
that
reflects
the
best
city
ambition.
J
So
the
annex
works
through
these
kind
of,
hopefully
in
their
logical
manner,
and
we've
adopted
the
cycle
of
internal
control
framework
to
frame
them.
It
covers
quite
a
lot
of
ground,
but
we
were
keen
to
share
all
of
what
we
were
doing
so
I'll
go
through
it,
but
I'll.
Just
focus
in
on
some
of
the
key
aspects,
because
some
of
it,
I
think,
is
relatively
straightforward.
J
So
in
terms
of
defining
document
first
thing
we
do
is
we
kind
of
represent,
set
out
the
context
for
the
transition
to
the
best
city,
ambition
and
the
drivers
of
it.
So
you
will
recall
that,
on
the
back
of
the
experience,
particularly
from
kovy
than
the
under
the
intense
partnership
working,
we
thought
it
was
a
really
good
opportune
moment
to
think
about
refreshing,
the
city
ambition,
so
where
we've
got
to
it.
J
Re
city
ambition
sets
out
a
revised,
perhaps
slightly
more
minimalist
headline:
ambition
for
the
city,
re-emphasizing
the
focus
on
poverty
and
inequality,
but
grounded
on
the
three
pillars
of
inclusive
growth,
health
and
well-being
and
zero
carbon,
but
also
strengthens
the
partnership,
foundation
and
infrastructure
that
underpins
it.
So
that's
the
first
thing
into
us.
J
The
paper
then
sets
out
on
the
strategic
framework
current
activity
looking
to
refine
and
refresh
the
strategies
and
plans
that
underpin
the
best
city
ambition.
So
we
as
part
of
the
development
of
the
ambition,
we
mapped
the
strategies
and
plans
in
the
city
and
we
stopped
counting.
We
got
208
so
there's
a
lot
of
interrelated
plans
and
activity
which
we
believe
are
ripe
for
review
and
streamlining
to
promote
linkages
between
them
to
to
avoid
duplication
and
to
also
help
a
third-party
navigate.
J
I
guess
in
parallel
to
that
we're
looking
at
the
partnership,
infrastructure
and
arrangements
in
the
city,
we
avoided
establishing
some
sort
of
overarching
single
partnership
for
the
best
city
ambition.
We
thought
we
should
work
with
what
we've
got,
but
having
said
that,
there's
always
opportunities
to
think
about
how
we
can
better
join
partnerships,
open
agendas
up,
and
we
think
it's
going
to
be
a
rolling
basis
for
both
these
pieces
of
work.
J
Moving
on
partnership
arrangements,
I've
done
that
so
in
terms
of
roles
and
responsibilities,
hopefully
self-explanatory.
Setting
out
the
key
elements,
the
rules
and
responsibilities
in
terms
of
reporting
and
accountability
clearly
communicate.
So
this
sets
out
our
current
methods
of
communication,
some
of
the
key
elements
there.
J
The
leadership
arrangements
in
terms
of
the
role
of
executive
members
and
council
leadership
and
officer
leadership,
but
also,
I
think,
the
importance
of
continuing
engagement
and
explanation
of
what
we're
trying
to
achieve
both
with
staff,
but
also
with
partners.
So
we're
doing
a
lot
of
work
with
staff
to
try
and
embed
the
understanding
of
of
the
refreshed
ambition.
J
J
So
I
said:
we've
seen
20
22
23
as
a
transitional
year,
where
we
move
from
the
current
rev
current
performance
arrangement
to
revise
performance
for
arrangements
that
better
reflect
the
best
city
ambition.
So
we're
currently
working
on
what
that
revised
framework
might
look
like
taking
the
headline
structure
of
the
ambition,
as
as
the
kind
of
starting
point.
So
clearly,
poverty
and
inequality
needs
to
be
a
key
component
of
that.
J
The
three
pillars
need
to
be
a
key
component
of
that,
but
how
we
effectively
work
in
partnership
as
well
needs
to
be
measured,
and
we
are
currently
developing
those
proposals
and
over
the
next,
I
guess
a
few
weeks
or
months
or
so.
We
want
to
get
out
to
the
chairs
of
the
scrutiny
committees
to
try
out
our
very
early
thoughts
with
them
before
we
go
any
further
with
a
view
to
go
back
and
further
refine
them
and
present
a
wider
draft
for
further
discussion
and
then
the
finally,
in
terms
of
review
and
refine.
J
In
terms
of
the
mechanics
of
reviewing
and
refining
the
structure,
the
the
vision
going
forward.
The
ambition
going
forward,
we're
proposing
a
light
touch
review
annually,
though
the
first
one
might
be
slightly
heavier
than
the
light
touch
review,
because
there's
a
lot
of
things
happening
at
the
moment,
then
into
a
three
yearly
cycle,
where
the
joint
strategic
assessment,
which
is
the
kind
of
state
of
the
city
socioeconomic
analysis
that
we
do
on
a
three
yearly
basis,
would
be
the
kind
of
the
the
starting
gun
to
review
the
strategy.
J
Again,
though,
to
be
honest,
we
envisage
a
kind
of
an
ongoing
process
of
strengthening
and
adapting
the
strategy
as
we
go
forward.
Thank
you.
M
Yesterday
I
was
the
annual
general
meeting,
the
west
yorkshire
combined
authority,
which
has
plans
to
spend
hundreds
of
millions
of
pounds
and
thousands
of
man-hours
in
leeds
over
the
next
two
or
three
years.
That's
never
even
mentioned
in
here.
Have
you
talked
this
through
with
the
mayor?
Now
we
should
what
we're
doing
synchronizes,
what
she's
doing
it
seems
an
enormous
omission
to
me.
M
A
My
suggest
that's
actually
a
question
for
the
relevant
executive
member
then
rather
than
in
terms
of
assurance,
because
that's
that's
a
that's
the
conversation
between
the
the
leader
of
the
council
and
the
the
mayor,
rather
than
I
think,
which
is
around
the
insurance
arrangements
of
how
the
city
is
doing
it
unless
you're
going
to
frame
that
in
a
way.
That's
about
how
the
city.
A
J
I
haven't
discussed
this
paper
with
the
mayor,
but
we've
discussed
the
best
city
ambition
and
the
focus
of
that,
and
it's
the
it's
a,
I
guess,
the
starting
point
of
our
discussions
and
that
I
was
in
a
meeting
this
morning
with
colleagues
from
wyka,
where
they
are,
I
believe,
hopefully
following
a
lead
from
us,
because
they
believe
that
they
could
benefit
from
a
broader
ambition
for
west
yorkshire
and
this
our
best
city
ambition,
will
be
our
kind
of
key
input
into
those
discussions
to
help
hopefully
help
shape
the
wider
west.
Yorkshire
ambition.
A
I
think
I
I
think
yeah
I
I
think,
there's
a
there
is
a
relevant
question
that
maybe
that
we
take
away
and
ask
around
what
the
interlink
between
to
make
sure
there
isn't
any
unnecessary
perception,
etcetera
and
there's
assurance
that
there
is
best
value
for
money
there,
counselor
trustworld,
if
you
had
a
question.
E
Yes,
thanks,
chet
well
last
week
the
scrutiny
board
that
I
chair
received
an
update
on
the
kpis
relating
to
those
areas
that
have
come
within
our
remit
and
I'm
afraid
the
brave
new
world
of
reporting
didn't
pass
muster
because
it
simply
provided
comparisons
with
the
previous
year.
E
So
I
would
hope
that
members
of
this
committee,
given
its
remit
as
a
kind
of
mini
far-reaching
scrutiny
board
in
its
own
right,
would
endorse
that
view,
because
certainly
the
figures
as
they
were
produced
and
provided-
and
I
know
that
you
know
we're
going
through
a
period
of
transition.
I
accept
that,
but
this
particular
element,
I
think,
needs
to
be
rehearsed
with
officers
so
that
we
get
back
to
having
more
mean
if
meaningful
reporting
of
progress
or
otherwise
on
kpis,
and
I
would
also
pick
out
the
reference
in
the
report
to
benchmarking
with
core
cities.
A
Just
prefer
bring
officers
quickly
into
comment
on
that.
Does
anyone
else,
because
obviously,
you've
posed
a
question
to
members
to
a
certain
senator
any
members
have
any
comment
on
what
council
trustworld
has
said:
okay.
Well,
there
you
go.
That
was
a
short
quick
answer.
Did
any
of
you
want
to
kind
of
kind
of
comment
on
that
kind
of
meaningful
reporting
and
and
oversight.
J
M
A
Any
other
questions,
no
okay,
so
dude!
That's
where
I
am
now.
Does
the
committee
agree
the
recommendations
set
out
in
the
report
to
consider
the
governance
arrangements
outlined
in
relation
to
the
best
city,
ambition
I'll,
take
the
fact
that
no
one's
saying
I
was
a
yes,
so
they're,
okay,
we're
moving
on
item
number
12.,
kate,.
B
The
draft
was
shared
with
all
those
members
who
were
members
of
the
committee
last
year
and
the
responses
I
have
received
to
that
email
were
favorable.
Perhaps
those
who
weren't
in
favor
were
saving
their
comments
for
today.
I'm
not
sure
the
report
also
includes
at
appendix
b
a
very
brief
analysis
of
how
the
committee
meets
the
position
statement.
That's
it
for
set
out
in
the
guidance
and
that
follows
a
request
from
members.
When
we
we
put
the
position
statement
in
the
work
programme,
I
didn't
manage
the
pictures,
I'm
terribly
sorry.
I
I
have
a
really
picky
question
on
page.
I
think
it's
104
is
that
right,
104
there's
a
table
with
the
corporate
governance
and
audit
committee
activity
way
down
towards
the
bottom
of
that
page.
It
says
external
audit,
certification
of
housing
benefit,
grant
claims,
but
there's
nothing
checked
off
in
there.
Should
there
be.
I
Yes,
it's
the
previous
in
previous
years,
the
the
audit
of
the
housing
media
claim
would
have
been
done
by
the
same
external
auditors
as
audited
our
accounts
and
so
on.
Under
the
current
regime.
It's
done
separately
and
it's
put
out
to
tender,
so
we
actually
have
separate
auditors
for
those.
What
we
would
normally
do
is
report
the
outcome
of
that
audit
at
the
next
report
that
we
present
to
this
committee.
I
L
L
At
the
end
of
the
third
paragraph,
I
think
we
need
to
change
july
to
september.
A
Any
other
questions
or
comments,
okay,
so
to
the
recommendation,
then,
does
the
committee
agree
with
the
recommendation
set
out
in
the
report
to
a
note,
the
assurance
set
out
in
the
report
that
the
committee
complies
with
ziffa's
position,
statement,
audit
committees
in
local
government
association
and
police
and
be
approved
the
draft
annual
report
attached
to
appendix
a
to
this
report
and
to
authorize
the
chair
of
the
committee
to
sign
on
their
behalf
I'll
take
note
yeah
once
we've
got
those
bits
done.
I
think
there's
no
comment.
B
The
work
program
for
committee
was
agreed
at
the
march
meeting
last
year.
There
have
been
some
slight
shifts
in
it
to
accommodate
the
issues
with
the
external
audit
work
and
also
to
to
move
the
internal
audit
annual
report
and
opinion
to
the
september
meeting,
because
september
was
looking
very
hefty.
I
then
moved
something
else
on,
and
the
performance
report
got
got
moved
on
to
the
november
meeting.
B
In
addition
to
the
work
program,
there
is
a
development
plan
attached
to
this
report,
which
is
aimed
to
give
members
the
knowledge
that
they
need
to
be
able
to
fulfill
the
requirements
of
the
committee
and
the
position
statement.
So
you
are
requested
to
approve
that
development
plan
and
we
will
implement
it.
N
Yes,
I
just
wondered
where
whistleblowing
sat
in
the
with
this
committee.
I
I
assume
it
comes
under
one
of
the
annual
assurance
reports,
but
the
only
mention
I've
seen
of
it
was
in
counter
fraud
where
they
talked
about
whistle
war
and
policy
had
been
reviewed
to
include
external
references,
so
I'd.
If
it
does
fall
under
the
remit,
it
does
yeah.
N
N
So
what
I'd
like
to
know,
basically,
is
you
know
what
is
the
whistleblowing
policy
and
its
effectiveness
and
does
it
comply
with
sort
of
national
legislation,
peter
and
and
what
the
the
staff
think
of
the
whistleblowing
policy,
not
what
the
the
official
side
say?
Okay,.
B
Whistleblowing
would
be
covered
within
the
counterproduct
and
corruption
update
reports
that
come
by
annually
each
year.
So
you
will
see
counterfraud
and
I'm
sure.
Louise
has
made
a
note
of
the
request.
B
There
was
a
review
of
the
whistleblowing
policy
that
took
place
during
the
last
municipal
year,
you're
just
slightly
too
late
onto
the
committee
for
that
one
councillor,
but
the
reviews
will
come
round
on
on
a
regular
basis
and
and
you
will
get
that
information.
There
is
also
a
report
that
does
come
from
hr
around
employment
policies,
and
you
will
see
that
on
the
work
program
as
well.
N
F
Councillor
flynn,
so
I'm
actually
the
whistleblowing
officer
for
the
council,
so
any
whistleblowing
allegations
either
come
directly
to
myself
and
the
team
or
they
get
directed
to
us
via
other
officers.
If
they
are
whistleblowing
concerns,
we
also
have
a
an
external
email
address
where
people
can
do
anonymous
emails,
and
also
we
receive
whistleblowing
letters
which
can
be
obviously
anonymous.
Mostly
anonymous
ones
actually
are
via
the
old-fashioned
royal
mail.
So
that
is
what
louise
was
actually
reporting.
N
A
I
mean
obvious
about
the
sounds
of
it
it's
incorporated,
but
it
might
be
worthwhile.
That's
a
briefing
note
that
maybe
goes
on
a
bit,
probably
more
detail
that
we
can
get
to
in
this,
and
then
we
make
that
note
that
in
the
future
reports,
because
I've
got
a
feeling-
it's
probably
quite
comprehensive-
to
make
sure
it's
done
properly
and
probably
a
bit
more
than
can
be
gone
through
in
a
reasonable
fashion
in
a
committee
meeting.
But
I
think
we
get
a
full
briefing
note
out,
because
I
think
it's
it's
a
reasonable
question.
A
Okay,
so
go
into
the
recommendation,
then
do
the
committee
agree
the
recommendations
set
out
in
the
report
to
one
consider
and
approve
the
work
programmer
meeting
date
at
appendix
a
and
two
consider
improve
the
development
plan
attached
to
appendix
b
I'll
take
silence
as
that
we're
accepting
that
fantastic,
and
so
that's
it.
So
the
next
meeting
is
plans
take
place
at
2pm
on
friday,
the
29th
july
2022.