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A
Yes,
so
I
think
we're
now
officially
live.
I've
got
a
notification
on
my
screen,
saying
we're
being
streamed
on
youtube
for
those
people
who
who
are
sat
eagerly
waiting
for
our
meeting
to
start
welcome
to
the
first
corporate
governance
and
audit
meeting
that
is
being
held
on
zoom,
we
held
a
previous
one
on
public
eye,
but
now
we've
moved
to
zoom.
Hopefully
this
will
be
as
effective
as
previously
it'd
be
really
helpful.
A
If
you
are
not
speaking,
if
you
mute
your
microphone
that
just
helps
reduce
feedback
and
hopefully
stops
any
echoes
if
you've
got
any
questions
as
you
might
do
or
want
to
comment,
please
raise
your
hand.
A
If
I
don't
see
you,
please
maybe
wave
at
the
screen
and
I'll
try
and
try
and
let
bring
you
in
so
thank
you
very
much
for
joining
and
we
will
crack
on
with
the
meeting.
So
we'll
start
at
the
beginning
so
item.
One
john
appears
against
refusal
of
ex
of
inspection
of
documents.
B
There
were
no
appeals
against
the
refusal
of
documents
under
item
2..
There
were
no
items
which
require
the
exclusion
of
the
press
or
public.
I'm
not
aware
of
any
late
items
of
business.
Underwrite
agenda
item
4.
Could
I
ask
members
to
declare
any
disposable
pecuniary
interests.
B
I'll
assume,
there's
none
in
terms
of
apologies
for
absence.
We've
got
castle
mark
harrison.
A
A
C
B
A
Any
other
apologies
for
that
jonathan,
any
other
issues
with
the
minutes
that
people
want
to
raise.
A
No
okay,
we'll
take
those
subject
to
the
change
as
an
accurate
record
on
to
mata's
arising
I'll
pass
over
to
kate.
Please.
D
Only
one
mata
arising
from
me
chair
and
that's
minute,
10
page
10,
the
applications
portfolio
program
members
have
received
updates
in
relation
to
the
progress
on
the
project
and
separately
in
relation
to
the
governance
and
escalation
processes.
A
No
okay,
we'll
move
on
to
agenda
item
eight
and
we've
got
tim
here
to
present
his
paper.
Can
you
assume
that
we've
read
the
paper
when
you
give
your
presentation
and
then
I'll
open
it
up
for
questions?
Thank
you
very
much.
Tim.
E
The
report
looks
back
at
the
arrangements
that
we
had
in
place
in
1920,
but
also
additional
work
that
we've
got
planned
for
this
year.
You'll
see
from
the
report
that
the
risks
can
arise
from
a
variety
of
sources,
some
of
which
are
outside
our
control,
for
example,
prolonged
adverse
weather
or
pandemic.
E
I
think
it's
fair
to
say
over
the
past
few
months,
local
government
have
seen
lots
of
these
risks
happen.
So
this
is
it's
very
real.
It's
a
very
real
report
in
terms
of
our
arrangements,
I'll
go
over
the
key
arrangements
that
we
have.
E
We
still
have
corporate
risk
register,
which
is
supported
by
director
and
service
level
risk
registers.
The
corporate
register
obviously
captures
all
the
most
significant
cross-cutting
risks
facing
the
council.
E
In
terms
of
the
arrangements,
we
also
provide
a
report
each
june
to
our
executive
board
that
covers
what
those
significant
risks
are
and
provides
assurances
on
those
risks,
how
the
risks
are
being
managed
and
what?
What
more
do
we
need
to
do,
and
obviously
you'll
see
from
the
the
report
to
the
committee
today
that
we've
included
a
link
to
the
executive
board
reports
and
that
report
was
reviewed
back
in
june.
E
E
Some
of
the
other
things
that
we've
carried
on
doing
in
terms
of
the
risk
management
arrangements,
delivering
workshops
and
risk
management,
training
and
obviously
now
we're
in
a
slightly
different
world,
we're
going
to
have
to
adapt
that
training
and
those
workshops
to
undertake
them
more
remotely.
So
we're
not
going
to
put
the
paws
on
those.
If
we
need
to
do
them,
we
have
a
plan
for
delivering
those
sessions
remotely.
If
we
need
to
moving
on
to
the
arrangements
for
this
year,.
E
So
obviously,
there's
the
gold
silver
multi-agency
response
arrangements
and
members
of
the
intelligence
and
policy
service
provide
risk
management,
support
for
a
wide
range
of
groups
that
feed
into
the
corporate
risk
that
we
have
on
the
coronavirus
pandemic
and
that
risk
is
being
updated
each
month
and
reported
to
executive
board
you'll
notice
from
the
report
that
we've
also
recently
updated
the
best
council
plan
to
reflect
a
lot
of
the
safety
and
other
aspects
from
the
coronavirus
pandemic,
and
so
one
of
the
things
that
we
will
do
again
is
have
a
look
at
our
risk
management
policy
just
to
make
sure
that
is
up
to
date,
fit
for
purpose,
taking
into
account
those
changes.
E
E
E
Another
fairly
important
risk
that
we're
obviously
involved
with
is
the
the
financial
risk
facing
the
council
and
the
challenges
around
balancing
our
budget,
both
in
the
short
term
and
the
medium
term
and
you'll
notice
from
the
report
that
the
head
of
business
planning
and
risk
is
quite
heavily
involved
in
the
work
that's
been
undertaken
along
with
victoria
and
richard
in
sort
of
addressing
that
challenge.
E
A
C
E
Yeah,
that's
quite
an
interesting
point,
because
that
would
be
a
more
sort
of
director
or
operational
level,
and
so
I
can
find
out
around
that
because
again
it's
one
of
a
number
of
establishments
that
are
facing
that
same
challenge:
the
increment
reduced
income,
but
with
with
expenditure
going
up
or
staying
the
same.
E
So
it's
one
of
the
number
of
council
establishments
that
will
be
facing
that
challenge.
So
I
can,
I
can
find
out
for
you
there.
Thank
you.
A
So
we
I
think
we
talked
about
sort
of
the
directorate
risk
versus
the
corporate
risks.
Last
year
when
we
talked
about
this
risk
register,
and
so
I
think
in
terms
of
that,
the
assurance
around
their
directorate
is
looking
at
it
and
or
scrutiny
board
is
aware
that
they
could
look
at
it
if
needed
would
would
be
helpful
tim.
I
can
see
that
their
counselor
ghana
is
indicated
to
speak.
G
Thank
you
chair
just
on
3.1.4,
and
this
all
the
the
risks
that
are
always
going
to
be
around.
Is
there
a
risk
of
the
same
people
being
accountable
for
most
of
those
risks,
and
I
think
that
neil
evans
and
councillor
lewis
have
kind
of
got
a
bad
deal.
There
is.
G
Is
that
a
risk
within
itself
that
our
main
risks
that
and
are
really
unlikely
to
go
away,
and
mainly
accountable
by
a
couple
of
people
notwithstanding
that
executive
board
and
and
directors
will
have
some
joint
responsibility,
but
the
accountability
resting
with
a
couple
of
people
in
the
main.
E
That's
a
good
point
that
you've
made
there
and
unfortunately,
although
neil
evans
and
council
lewis
seem
to
have
quite
a
lot
of
responsibility.
In
actual
fact,
they
rely
on
a
team
of
people
underneath
them
to
help
administer
those
risks.
So,
for
example,
we've
got
a
couple
of
really
big
financial
risks
there
well
victoria
and
richard
who
are
in
this
meeting
now
will
update
neil
on
those
risks.
So
he's
not
doing
this
in
isolation
on
his
own
he's
got
quite
a
wide
range
of
support
there.
H
H
I'd
also
say
that
identified
in
the
report
of
the
lead
accountable
person.
However,
all
the
corporate
leadership
team
have
responsibility
for
each
of
those
risks,
because
the
corporate
risks,
so
each
of
the
directors
would
have
responsibility
as
well
as
neil,
so,
for
example,
health
and
safety.
It's
just
that
he's
the
lead
person
on
that
one.
F
Thank
you
chair.
Yes,
I
was
looking
at
the
top
right
hand
corner
of
the
wrist
map.
The
highly
significant
risks
are
almost
certain
to
happen,
and
yes
can
we
quantify
these
any
any
better
than
this?
Obviously,
it's
an
ongoing
process,
but
it
is
a
very
bizarre
situation
where
we
can
see
obvious
risks
and
we'll
be
foolish
to
ignore
them,
but
we
can't
do
a
great
deal
about
some
of
them.
E
That's
right,
the
the
technical
term.
There
is
that
you,
you
accept
the
risk,
which
is
that
you,
you
do
as
much
as
you
possibly
can
to
manage
mitigate
those
risks,
but
no
matter
how
much
you
do
with
some
of
the
risks,
there
will
always
be
what
we
call
residual
elements,
which
means
that
something
could
still
happen.
E
E
That
that's
right
and
like
we
say
some
of
these
risks
are,
to
a
certain
extent
outside
our
control,
so
we're
obviously
bound
by
the
government
instruction
as
to
which
of
our
establishments.
We
can
open
and
the
social
distancing
impact
on
on
those
establishments,
so
particularly
things
like
the
cafes,
etc
that
we
have
so
to
some
extent
we've
got
to
comply.
Obviously,
we've
got
to
comply
with
the
government
instruction,
but
at
the
same
same
time
we
know
that
it's
going
to
have
an
adverse
impact
on
on
the
income.
A
A
No
I'd
like
to
say
thanks
for
this
report
tim,
I
think
I
know
I
asked
for
it
to
be
more
focused
on
sort
of
the
process
to
be
in
line
with
our
our
terms
of
reference
as
a
committee,
and
I
think
that
that
has
been
really
helpful,
that
it
is
particularly
around
understanding,
who's,
who's,
responsible
who's,
looking
at
the
risks
and
details.
So
so,
thank
you
very
much
for
that.
Thank
you
and
I
appreciate
that.
A
A
Time,
good,
okay.
Moving
on
to
item
nine,
this
is,
I
think
this
is
victoria
or
mary
speaking.
I
Yes,
I
was
the
third
one
on
the
list,
just
phone
two,
I'm
briefly
running
through
item
nine,
and
this
report
was
brought
forward
at
the
request
of
the
meeting
of
the
last
corporate
governance
and
nordic
committee,
who
wanted
to
to
see
that
appropriate
procedures
and
processes
are
in
place.
I
Should
there
be
a
requirement
to
agree
emergency
budget
in
this
year
and
also
provides
assurance
to
members
that
the
council
remains
a
financial
going
concern
with
reference
to
the
report,
the
background
information,
I
think
most
people
are
aware
of
that
and
clearly
tim
referred
to
it
earlier.
Just
in
terms
of
the
financial
challenges
facing
this
local
authority
and
many
local
authorities
and
the
reported
gap,
budget
gap
or
funding
gap,
they've
got
in
2020
21.
I
picking
up
just
on
the
main
issues.
Section
3.1
details:
sorry,
the
arrangements
in
place
for
setting
an
emergency
budget
should
there
be
a
requirement
for
that
in
this
current
financial
year
and
similarly,
if
there's
a
requirement
for
the
authority
to
issue
a
section,
114
report
and
section
3.2
details
that
that
requirement
as
well
3.3
just
sets
out
what
the
terms
of
reference
are
of
the
corporate
governance
and
audit
committee
and
that's
review.
I
The
adequacy
of
policies
and
practices
to
ensure
compliance
with
statutory
and
other
guidance,
and
also
it
gives
the
assurance
to
to
members
is
that.
Should
there
be
a
requirement
for
an
emergency
budget
to
be
adopted
by
full
council
and
then
this
committee
would
be
updated
to
give
assurances
that
the
process
has
been
followed,
comply
with
both
the
council's
own
governance
arrangements
and
statutory
requirements
as
well.
I
In
respect
of
section
4,
3
3.4
going
concern
and
financial
health,
it
references
the
statement
of
accounts
2019-20,
which
is
the
next
paper
on
this
agenda
and
the
requirement
for
them
to
be
prepared
on
a
going
concern
basis,
but
in
terms
of
the
the
local
authority
becoming
more
sustainable
and
it
references.
The
medium-term
financial
strategy,
which
is
now
over
a
five-year
period
and
the
direction
of
travel
being
to
make
it
more
financially
sustainable
the
authority's
finances,
with
less
reliance
upon
short-term
solutions
to
fund
recurring
expenditure.
I
I
It
also
references
the
position
with
regard
to
grant
thornton's
comments
with
regard
to
the
maintenance
level
reserves
at
five
percent,
and
it's
3.4.5.
I
It
also
references
a
left
to
receive
by
the
council's
chief
financial
officer
from
grant
thornton
which,
amongst
other
states
and
some
other
things,
states
that
is
fully
supportive
of
the
measure
so
that
lee
city
council
are
taking
to
help
bring
the
council's
finances
back
into
balance
and
comply
with
statutory
duties,
and
a
copy
of
that
letter
can
be
found
in
in
an
appendix
one.
I
So
the
report
concludes
is
that
there's
prescribed
pro
procedures
and
requirements
to
follow
if
an
emergency
budget
is
to
be
set
that
the
council
continues
to
remain.
A
financial
going
concern
and
that
the
council's
external
auditors
are
fully
supportive
of
the
measures
being
taken
by
the
council
to
bring
its
finances
back
into
balance,
and
the
recommendation
is
that
members
of
this
committee
just
note
that
there
are
appropriate
procedures
and
processes
in
place.
I
A
Thank
you
very
much
and,
as
I
said
at
chairs
brief,
I
appreciated
the
3.4.1
around
the
accounts
being
they're
going
concerned,
because
I
know
certainly
something
I've
been
asking
about
the
last
meeting
and
it
might
bring
some
clarity
there.
Can
I
bring
in
counselor
bentley,
please.
C
Thanks,
thank
you
chair.
It's
not
a
question.
It's
a
comment
really.
I
just
wanted
to
from
my
point
of
view,
because
I
I
think
I
raised
it
at
the
last
meeting.
I
think
this
is
exactly
what
I
was
looking
for,
which
was
a
very
clear
statement
of
how
we
work
through
from
where
we
are
now
to
where
we
may
end
up
and
the
involvement
of
this
committee,
where
it
needs
to
be
involved
and
the
involvement
of
elected
members.
C
So
I
I
found
that
as
an
assurance
document
and
that's
all
we're
looking
for
we're
not
looking
for
sort
of
the
detail
of
why
we
get
to
this
point.
It's
it's
how
we
deal
and
deal
with
it
and
also
the
I
thought
the
letter
from
grant
ponton
sort
of
the
agreement
letter
between
grant
thornton
and
the
chief
office
of
financial
services
was
really
good
at
encapsulating.
What
what
the
the
way
forward
was.
So
I'm
very
happy
with
the
document.
A
Thank
you,
council
bentley
well
done
richard
and
moving
on
to
councillor
trussville.
Please.
J
Thank
you
chair.
Can
I
start
by
apologizing
for
entering
the
meeting
a
little
late.
My
my
brodian
connection
is
fluctuating
widely
at
the
moment,
so
I
may
even
disappear
during
the
course
of
these
questions.
I
just
wanted
to
pick
up
a
couple
of
points
on
page
31
of
the
the
agenda.
It's
the
second
page
of
gareth's
letter.
The
second
paragraph
makes
reference
to
service
reviews
and
particularly
of
areas
where
the
counselor
counsel
is
an
outlier
in
terms
of
cost
of
service
delivery.
J
Do
is
that
term
outlier
in
comparison
to
the
core
cities
or
statistical
neighbors,
and
where
are
we
in
terms
of
that
particular
exercise?
And
the
second
point
again
on
the
same
page,
I
think
it's.
The
seventh
paragraph
relates
to
categorizing
spending
and
income
in
relation
to
the
pandemic,
and
I
just
wondered
how
far
we'd
progressed
in
terms
of
that
piece
of
work,
whether
we
could
have
a
little
bit
more
elaboration
on
that.
Thank
you.
H
Hi,
thank
you
and
the
first
one
around
the
service
reviews
and
the
work
that
we're
undertaking
around
identifying
where
we're
an
outlier
is
the
benchmarking
exercise
that
we
understood
quite
a
lot
of
work
last
year
around
benchmarking
and
we're
building
on
that
again
this
year.
So
the
directorates
are
already
on
with
that,
and
the
the
outcome
of
that
review
will
be
reported
to
execute
board
in
september,
where
it
says
it's
a
we're,
an
outlier.
H
It
is
a
term
where
we
compare
ourselves
against
our
statistical
neighbours,
but
also
core
cities,
and
we
review
to
see
where
we
may
be
high
costs
or
where
our
demand
is
higher
than
other
areas,
and
it
just
gives
us
an
indicator
or
a
key
line
of
inquiry
to
do
some
further
work
and
take
that
further,
it
might
not
generate
any
savings.
H
There
could
be
good
reasons
why
we're
an
outlier
in
those
areas,
but
it
gives
us
a
key
area
to
start
looking
at
and
reviewing,
which
is
what
the
directorates
are
undertaking
at
the
moment
on
the
second
part
of
the
question
around
categorizing
the
income
and
expenditure.
H
That
is
something
that
we
have
been
doing
since
we
unfortunately
experienced
the
impact
of
kobit
19
on
the
finances
and
we've
been
reporting
that
through
to
mhclg,
and
we
are
further
reporting
it
through
to
executive
board
and
and
that's
so
that
we
understand
where
the
pressures
are,
which
are
the
areas
that
we
can
mitigate
and
manage
and
which
are
the
areas
that
we're
asking
for
further
government
support
on.
So
there's
any
further
questions
on
on
those
two
areas.
A
You
very
much
I'm
going
to
bring
in
calendar
inningworth,
but
just
says
I'm
newton,
councillor,
bentley
and
trustwell.
If
you
once
you've
made
your
comment,
if
you
take
your
hand
back
down,
unless
you
want
to
comment
again,
which
is
fine,
obviously
thank
you
very
much,
cancel
it
and
worth.
F
Yes,
as
chair,
I
was
going
to
ask
about
expanding
into
new
areas
because
been
much
press
comment
about
the
fact
that
local
authorities
generally
do
a
fairly
efficient
job
and
compare
quite
well
with
circo
and
the
likes
that
are
implementing
central
measures.
It's
not
beyond
the
bounds
of
possibilities.
The
government
might
see
sense
and
recognize
that
local
authority
provision
is
quite
efficient,
and
I
would
be
embarrassed
at
that
point
to
find
that
we
couldn't
expand.
A
H
All
right,
thank
you
for
the
new
areas
of
responsibility.
H
I
think,
as
part
of
our
reviews
that
we're
undertaking
directorates
are
to
do
look
at
areas
where
we
would
be
able
to
support
or
provide
services
and
to
generate
income
for
the
council,
and
that
is
one
of
the
things
that
we
do
constantly
look
at
and
we
have
seen
where
we
we've
been
doing
the
tracking
trace,
etcetera
for
central
government,
where
we
did
we've
received
funding
to
undertake
that
that
piece
of
work,
and
so
what
I
would
say
is
that
it's
a
very
iterative
process,
we're
always
looking
at
ways
that
we
can
generate
more
income
for
the
council
to
either
provide
services
or
to
help
support
other
service
areas.
H
If
we've
got
some
specific
answers,
some
specific
examples,
then
we
could
have
a
look
at
those
as
a
possibility.
If
that
would
help.
Okay.
F
I'd
like
I'd
like
to
do
that,
but
I'd
like
to
have
to
think
about
it
first
and
not
ask
deaf
questions.
I
think
off
the
cuff
I'd
like
to
prepare.
H
Castle,
if
you'd
like
to
send
me
an
email
once
you've
had
a
think
about
it,
then
I'll
I'll
have
a
look
into
them
for
you.
Thank
you.
I
It's
just
about
what
victoria
was
saying
chair
is
that
the
council
has
set
up
a
trading
company
cel
as
a
private
company,
that
if
there
are
opportunities
to
trade
with
other
local
authorities
or
with
with
the
private
sector,
then
the
mechanisms
are
there,
so
just
to
be
assured
council's
really
worth
it.
If
there
is
an
opportunity
there
we
are,
you
know,
we've
got
the
structure
in
place
to
do
to
take
advantage
of
that
in
terms
of
the
company
we've
got
in
place.
A
Thank
you
very
much
councillor
harrend.
C
Actually,
this
may
be
the
wrong
place
to
raise
this,
but
there's
reference
in
this
letter
to
discussions
with
the
government.
Well,
how
does
that
happen?
Do
we
have
a
a
group
of
people
from
leeds
go
down
to
to
london
talk
about
it
all
right?
Is
it
old
and
gen
generally
through
the
lga,
all
the
core
cities
together,
because
we
could
get
picked
up
individually?
If
we
go
separately,
you
know
and
when
the
local
authorities
are
the
hundreds.
A
Thank
you
bringing
victoria
here.
H
Thank
you
chair
it.
It
works
by.
I
have
a
number
of
meetings
with
mhclg,
where
we
have
telephone
conversations
like
this
and
they've
been
happening
on
a
weekly
fortnightly
basis,
depending
when
we're
required
just
to
keep
them
up
to
speed
on
where
we
are.
We
also
have
calls
with
mhclg
with
the
core
cities,
which
I
attend,
and
thomas
chief
exec
and
also,
and
the
other
directors
will
be
having
conversations
with
government
through
their
their
networks
and
links
into
central
government.
H
So
we
are
in
contact
with
them
all
the
time
and
when,
if
we
did
need
to
take
it
to
the
next
phase
on
the
further
discussions,
then
we
would
have
specific
meetings
with
mhclg.
Who
would
then
speak
to
the
treasurer?
H
I'm
not
sure
I'd
have
to
find
out
for
you.
I
don't
include
the
mps,
but
I'm
sure
tom,
as
chief
exec
would
it
would
be
speaking
to
the
mps,
but
I
will
double
check
that
for
you,
because
I
can't
say
completely
on
that.
A
Yeah,
I
think
that's
a
valid
question
if
we're
lobbying
for
extra
resources
using
our
mps
to
help
us
lobby.
So
thank
you
for
that
council
hammond
richard
did
you
want
to
come
in
again.
I
Sorry
chair,
that
was
my
my
arm's
raised.
K
It
was
just
going
back
to
the
previous
discussion
around
the
potential,
for
you
know
effectively
bringing
services
back
in
house
or
a
service
company
to
deliver
it.
It
was
just
a
comparison
with
what
I've
seen
at
a
number
of
my
nhs
clients
chair.
So
a
number
of
my
nhs
hospitals
have
actually
set
up
separate
sort
of
facilities,
management,
type
companies
that
are
wholly
owned
by
the
by
the
main
hospital
to
bring
certain
services
back
in
house
around.
K
You
know,
sort
of
estates,
cleaning
that
type
of
stuff
procurement,
so
that
the
I
suppose
the
income
and
the
savings
generated
are
kept
within
the
nhs
family.
So
it
is
something
that
that
certainly
has
started
to
happen
in
the
nhs
sector.
That
you
know
obviously
leads,
and
other
authorities
are
looking
at
now
to
you
know,
to
try
and
retain
that
that
that
level
of
income
and
savings
for
the
future.
So
it
is
something
that
that
I
do
see
in
other
sectors
as
well.
Chair.
A
Thank
you
for
that
gareth,
okay,
so
I
think
I
think
that's
all
the
comments
so
can
we
are
we
satisfied
to
accept
the
recommendation
on
page
29
of
the
pack
I'll
take
that
silences
agreement,
so
thank
you
very
much
and
I've
always
also
just
realized.
We
didn't
formally
accept
the
recommendations
on
page
21
of
agenda
item
8.
So
can
we
formally
accept
those
as
well
it's
on
page
21.,
again
I'll
accept
silence
as
as
agreement?
A
L
L
There
are
a
couple
of
issues
to
highlight
this
year
arising
from
the
impacts
of
the
coronavirus.
L
The
reason
for
that
is
that
the
going
concerned
test
in
accounting
standards
simply
asks
whether
or
not
an
entity
will
continue
for
the
foreseeable
future,
and
the
statutory
base
for
local
authorities
means
that,
basically,
as
we
don't
have
the
ability
to
wind
ourselves
up,
even
if
we
are
in
financial
difficulties,
that
going
concern
test
would
always
be
passed.
Sit
for
have
issued
specific
guidance
this
year,
reminding
authorities
that
that
is
the
case
and
also
recommending
that,
in
the
circumstances
forward,
should
include
commentary
on
the
financial
impact
of
the
coronavirus.
L
L
So
the
royal
institute
of
charter
surveyors
issued
a
valuation
practice
alert
advising
their
members
that
material
uncertainty
was
likely
to
attach
to
all
property
valuations
during
the
relevant
period.
So,
as
a
result,
our
statement
of
accounts
include
quite
a
lot
of
additional
narrative
disclosure
within
the
notes
at
relevant
points.
L
It's
not
clear
at
the
moment
at
what
stage
robust
valuations
will
be
able
to
be
carried
out
again.
So
we
will
be
revisiting
that
with
the
valuers
in
september
to
ask
them
whether
at
that
stage
they
can
now
do
valid
valuations
and
if,
if
so,
whether
there's
been
any
significant
change
in
the
value
of
the
council's
assets.
L
If,
by
the
time
we
get
to
late
september,
there
is
a
measurable
change
in
the
value
of
the
council's
assets,
then
we
will
potentially
be
looking
at
a
post-balance
sheet
event.
Disclosure
within
the
final
audited
accounts,
because
obviously
that
will
be
telling
us
that
there
had
been
a
significant
change
by
halfway
through
the
next
financial
year.
It
wouldn't
be
giving
us
any
information
as
to
what
the
value
was
at
the
end
of
march.
L
L
A
Thank
you
very
much
mary
and
appreciate
your
agreement
to
provide
those
extra
briefing
sessions.
I've
seen
councillor
bentley.
C
Thanks
chad,
just
a
specific
question
which
I
could
have
picked
up
earlier,
actually
the
the
long-term
debtors
figure
is
increased
significantly
on
the
on
the
balance
sheet
and
that's
contributed
to
the
overall
increase
in
current
assets.
I
think,
can
you
just
give
us
some
examples
of
what
those
long-term
debtors
are
and
what
the
the
risk
is
to
us
actually
getting
that
that
that
debt
we
paid
in
in
the
in
the
in
the
due
time.
L
Councillor,
the
big
increase
in
the
long-term
debtors
is
almost
entirely
due
to
to
finance
lease
in
and
out
arrangements
which
we've
entered
into,
so
there
are
increases
in
long-term
debtors
and
there
are
equal
opposite
increases
in
the
deferred
liability
figure
on
the
balance
sheet.
L
L
I
understand
that
in
terms
of
the
headingley
stadium,
the
clubs
are
up
to
date
currently
with
their
payments.
We
do
have
security
also
for
those
leases.
So
in
the
events
of
defaults,
we
do
have
other
income
streams.
We
could
we
can
call
on,
but
I
I
believe
there
are
negotiations
underway
with
the
clubs
in
terms
of
the
future
and
in
terms
of
the
whitehall
studio,
there
was
actually
a
rent-free
period
at
the
start
of
that
lease,
so
the
issue
of
default
hasn't
arisen.
Yet
on
that
one.
C
Can
can
I
come
back
joe
with
with
the
headingley
stadium?
Obviously,
there's
been
no
income
for
the
crooked
club.
C
This
season,
I'm
not
too
sure
what
their
financial
position
is,
but
it
can't
be
that
good
and
although
we
have
security,
that
security,
presumably
is
the
stadium
or
the
stands
in
the
stadium,
it's
it
it's
their
asset
which,
if
it's
not
produce
any
income,
I
don't
know
how
good
that
would
be
for
us
to
to
take
on
a
a
quick
ground.
So
unless
the
security
in
other
ways,
some
personal
guarantees
from
the
directors
or
something
like
that,
do
you
have
any
information
on
that.
L
C
Okay,
thank
you.
It
would
be
worthwhile,
perhaps
not
necessarily
a
bringing
it
back
to
the
meeting,
but
but
just
a
briefing
note
of
exactly
what
the
arrangements
are
and
what
are
particularly
with
with
the
unlikely
to
be
any
profit
or
income
for
the
qriket
club
within
the
near
future.
A
Thank
you.
I
can't
see
anyone
else
indicating
I
am.
I
had
a
question
on
on
page
25
in
terms
of
the
pensions
so
last
year
the
accounting
assumptions
were
more
prudent
than
the
technical
provisions,
the
valuation
assumptions
and,
as
I
can
see,
the
deficit
has
increased.
I
was
wondering
in
your
view,
is
that,
because
the
position
has
materially
got
worse
or
whether
whether
the
assumptions
are
still
more
prudent
than
the
valuation
assumptions.
L
I
think
the
the
biggest
factor
in
that
increase
this
year
has
been
the
performance
of
the
assets
during
the
year,
so
in
in
terms
of
the
accounting
standards
that
they,
the
the
actuaries,
are
required
to
take
the
position
as
at
first
of
april
each
year
in
terms
of
looking
at
the
assumptions
going
forward
and
the
performance
of
the
pension
fund's
assets
during
the
year
has
been
worse
than
than
would
have
been
anticipated.
L
At
that
stage,
the
the
gross
liabilities,
I
think,
have
actually
reduced
counsellor,
partly
because
of
the
mortality
assumptions
where
I
think
this.
The
assumptions
on
the
length
of
life
somewhat
somewhat
depressingly
have
reduced
rise
across
the
board
this
year.
L
The
other,
the
other
factor
is
that
that
that
liability
includes
the
the
effect
of
the
mcleod
judgment,
which
members
may
recall.
Last
year
we
had
to
introduce
part
way
through
between
the
draft
accounts
and
the
final
accounts.
Last
year,
the
government
did
actually
last
week
publish
proposed
remedy
in
terms
of
the
local
government
pension
scheme,
former
clouds,
so
that
is
potentially
something
that
we
may
need
to
look
at
before
final
audited
accounts
as
to
whether
what
the
government
are
proposing
is
in
line
with
what
the
actor
is
assumed.
Last
year.
A
Sorry
I
was
on
page
25
of
the
of
the
the
accounts
rather.
G
A
Sorry
for
the
confusion,
it's
just
I
mean
it's
probably
quite
a
technical
question
about
about
the
liabilities.
Okay,
thank
you
for
that
mary.
I
don't
think
there's
any
other
questions
on
on
your
report.
So
if
a
member
satisfied
to
accept
the
recommendations
on
page
38
of
the
of
the
meeting
pack.
G
A
D
Thank
you
chair.
This
report
presents
the
interim
annual
governance
statement
which,
in
its
current
form,
has
been
drafted
and
signed
off
by
officers
but
will
be
brought
back
to
this
committee
for
final
signature
in
its
final
form.
Alongside
the
accounts
it's
been
published
and
placed
on
deposit
alongside
the
draft
counts
from
the
6th
of
july.
D
Members
will
note
that
when
it
comes
back,
there
may
well
be
amendments
to
it
arising
from
any
public
comment
that
comes
in,
whilst
on
draft
anything
that
our
external
auditors
raise
with
us
around
the
content
and
any
significant
developments
in
terms
of
the
assurances
set
out
in
the
report.
There
will
also,
obviously
be
those
minor
amendments
to
change
the
tense
of
of
what's
said
within
the
report,
with
it
being
in
its
interim
stage.
D
The
ags
includes
assurances
that
are
drawn
from
a
variety
of
sources
and
new
this
year.
In
terms
of
the
way
it's
presented,
there
are
now
two
annexes
to
the
ags.
One
gives
the
key
actions
that
were
set
out
in
last
year's
statement.
Together
with
the
progress
that's
been
made
against
those,
so
it
allows
for
an
easier
check
than
plowing
through
the
full
detail
of
the
statement
and
then
secondly,
there's
an
annex
setting
out
the
20
new
key
actions
proposed
for
2020.
D
A
J
Yes,
chair.
Thank
you.
It's
a
very
minor
governance
point,
but
on
page
41,
paragraph
4.5.3,
it
says
the
regulations
require
that
the
ags
is
considered
and
approved
by
members
and
in
leads
this
role
is
delegated
to
corporate
governance
and
audit
committee,
which
is
obviously
a
great
privilege
on
our
part.
But
I
just
wonder
what
the
logic
was
behind
that.
Why
isn't
it
exact
board
or
full
council
that
gives
the
report
member
approval.
D
Is
not
the
most
wieldy
of
meetings
for
discussing
the
complex
detail?
It
sits
alongside
the
accounts
and
supports
the
accounts.
Why
not
exec
board?
Because
it's
a
council
function
and
executive
board
can't
undertake
a
council
function
so
that
one's
simple?
But
there
has
been
a
choice
by
members
through
the
terms
of
reference
to
the
corporate
governance
and
audit
committee
to
to
delegate
the
approval
of
the
annual
government
statement
to
yourselves
within
those
terms
of
reference.
A
Gareth,
do
you
ever
comment?
It
was.
K
Just
just
to
say,
chair
that
that
the
approach
that
leads
is
is
the
norm
across
my
local
authority.
Clients.
In
terms
of
you,
know
the
accounts
and
the
annual
governance
statement
sitting
alongside
in
part
of
the
audit
committee's
remit.
So
it's
just
to
say
that
you
know
you're
no
different
to
the
vast
majority
of
my
my
other
local
authority,
clients.
A
Thank
you
for
that
gareth,
okay.
I
can't
see
anyone
else
indicating
the
recommendation
on
page
five
from
page
42
5.1.
Is
we
note
the
interim
annual
government
statement?
Hopefully
that's
not
too
controversial.
A
Clearly,
if
you've
got
comments
or
concerns
about
anything
in
it
at
all
feel
free
to
contact
myself
and
kate
about
it
and
I'm
sure
we
can
find
a
way
forward,
but
assuming
they
weren't
objects
to
us.
Accepting
that
recommendation.
I'm
going
to
move
on
to
agenda
item
12,
which
is
on
page
109
and
hand
back
over
to
kate.
D
In
march,
you
recognized
at
the
last
meeting
that
it
had
been
tweets
and
what
to
accommodate
the
changing
dates
around
the
accounts
and
ags
cycle,
just
to
point
up
that,
in
the
version
that
you
have
in
the
work
program
today,
those
three
items
that
had
to
be
moved
from
this
meeting,
so
approval
of
the
ags
and
the
accounts
and
to
receive
the
internal
audit
opinion
have
been
moved
and
the
date
has
been
fixed
for
october,
the
16th,
so
that's
friday,
the
16th
of
october,
at
which
time,
hopefully
the
chair,
will
be
in
a
position
to
sign
off
those
formal
documents
on
your
behalf.
A
Yeah,
hopefully
we
can,
we
can
work
with
those,
and
I
thank
the
committee
for
the
flexibility
in
terms
of
I
know,
particularly
the
accounts,
the
dates
that
it's
been
a
bit
fluid,
but
I
think
it
we
are
somewhere
somewhere
good.
Now,
unless
anyone
has
some
comments,
I'm
going
to
ask
us
to
prove
the
recommendation
on
page
110
6.1.1,
which,
unless
I
hear
otherwise
I'll
assume,
we've
got
agreement
for.
A
Good,
I
think
that
might
be
a
record
time-
corporate
governance
and
audit
committee
meeting,
mainly
thanks
to
the
the
fact
that
the
accounts
are
later
than
usual
this
year,
which,
which
has
got
to
be
one
small
benefit
of
the
current
situation.