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A
Good
morning,
everyone
and
apologies
for
my
slight
lightness,
sir
I
got
detained
on
the
bus
so
good
morning.
Everyone
and
welcome
to
this
meeting
of
the
corporate
governance
and
audit
committee.
My
name
is
Council
Paul,
Ray
and
I
will
be
chairing
today's
meeting.
There
is
a
fire
alarm
test
due
at
10
30..
We
will
pause
business
until
the
alarm
stops
sounding
and
continue
afterwards.
Today's
meeting
is
being
live
streamed
on
the
council's
website,
so
that
the
public
can
observe
the
meeting
without
needing
to
be
present.
A
A
P
Thank
you
chair,
so
under
gender
item
one.
There
are
no
appeals
against
the
refusal
inspection
of
documents,
a
gender
item.
Two
there
are
no
exempt
items
under
gender
item,
three
there's
no
formal
late
items.
However,
there
was
supplementary
information
in
relation
to
a
gender
item
10,
which
is
the
approval
of
the
2020-21
statement
of
accounts
and
the
Grant
Thornton
audit
report.
These
have
been
circulated
can
I
just
check
that
all
members
have
got
a
copy
foreign
under
gender
item.
4
could
I
ask
members
to
declare
any
interests.
P
A
B
Just
a
few
matters
chair,
there
have
been
briefing
notes
circulated
to
members
in
relation
to
item
50
on
the
redesignation
of
contractors.
In
response
to
yr35
follow-up
questions,
officers
are
looking
into
the
questions
raised
and
will
come
back
when
they've
got
the
answers
to
those
questions.
Item
51,
whistleblowing
information
and
item
53
Insurance
Arrangements
have
also
been
the
subject
of
notes
which
have
been
circulated
in
relation
to
item
52.
I
just
wanted
to
bring
to
members
attention
the
paper
that
was
considered
at
the
scrutiny
board
resources
on
the
16th
of
January.
A
Thank
you
very
much
for
that.
Are
there
any
other
further
map
of
the
rising
that
I've
not
already
been
covered
or
appear
elsewhere
in
the
agenda
effect,
sounds
as
a
note.
So,
moving
on
to
item
number,
eight
The
Joint
annual
Assurance
report
for
information,
governance
and
management
so
I'll
hand
over
to
you
guys.
G
Thank
you
not
wishing
to
repeat
the
contents
of
the
report.
I'd
just
like
to
highlight
three
key
points
for
it
all
right.
First
of
all,
the
council
maintained
its
PSN,
that's
the
Public
Services
Network
certification,
and
that
was
achieved
in
October
2022
and
that
ensures
that
we
can
continue
to
share
information
securely.
G
Second
Point.
As
the
committee
was
made
aware
of
last
year,
internal
audit
provided
us
with
a
recommendation
to
improve
the
oversight.
The
recording
and
completion
of
data
protection
implant
Assessments
in
early
2022
I'm
pleased
to
report
that
significant
work
has
been
done
in
relation
to
this
on
December
2022,
along
with
the
council's
digital
digital
strategy,
we
began
working
with
IDs
colleagues
on
a
power
up
to
create
suitable
technology
to
support
the
process.
G
The
power
up
Sprint
is
ongoing
as
I
speak,
and
we
aim
to
go,
live
with
a
new
process
and
software
in
April
2023.,
suddenly
as
a
key
Point,
as
was
also
reported
last
year,
performance
in
relation
to
information
requests
has
again
improved
from
the
previous
year,
as
was
the
case
last
year
as
well,
and
on
the
back
of
making
significant
changes
earlier
in
this
year.
We
saw
performance
hit
just
under
kpi
of
90
percent
and
Quarter
Two.
G
Admittedly,
consistency
has
been
an
issue
and
whilst
we
must
acknowledge
the
continuing
resource
pressures
which
my
team
and
our
Frontline
Services
face,
many
of
them
provide
the
information
to
respond
to
information
requests.
We
are
both
short-term
and
long-term
plans
to
to
work
with
services
to
improve
this
I'm
wishing
to
to
keep
this
introduction
short
details
of
this
will
be
included
in
a
report
going
to
strategy
and
resources
scrutiny
board
on
the
20th
of
February,
but
some
improvements
will
include
the
development
of
a
process
tailored
power
up
for
information
requests
on
robust
escalation.
A
C
We
are
on
seven:
aren't
we?
Yes,
yes,
it
just
Fades
me.
Obviously
slightly
gofficer
did
did
make
reference
to
the
performance
tables
with
regard
to
responses
to
requests
for
information
on
page
26
and
27.
I.
Think
one
of
the
difficulties
is
that
we
receive
this
assurance
report
as
the
committee
that
oversees
governance,
but
it's
strategy,
resources
that
really
picks
the
the
bones
out
of
some
of
these
measures,
and
it's
reassuring
to
care
that
there
will
be
a
report
on
these
particular
performance
indicators.
C
It's
still
quite
worrying,
though,
that
there
has
been
a
decline,
as
the
officer
said
over
time
and
I
would
hope
that
maybe
this
committee
and
I
probably
won't
be
a
member
of
it
when
it
does
actually
as
a
look
at
that
report.
That
goes
to
strategy
and
resources
just
to
reassure
ourselves
that
if
we
are
endorsing
the
reports
that
come
to
us,
the
Assurance
reports
that
the
bones
are
actually
being
picked
out
of
it,
because,
as
I
say,
there
has
been
a
fall
off
over
time,
it
seems
to
have
Plateau.
C
The
offices
in
reassuring
is
that
improvements
are
being
introduced
and
I
think
you
know
that's
as
far
as
we
can
take
you,
but
I
think
we
need
to
revisit
it.
If
we,
if
we
are
endorsing
these
approaches,
as
a
committee,
then
I
think
we
need
to
be
seen
to
be
a
little
bit
more
robust
in
terms
of
receiving
the
figures
that
relate
to
them.
I
mean
the
comparative
figures.
The
benchmarking
figures
are
also
a
bit
of
a
worry,
but
presumably
they
will
be
addressed
by
the
Improvement
measures
that
have
been
have
been
mentioned.
A
M
M
Okay,
that
that's
fine,
so
on
page
22
at
the
bottom
of
the
table,
you
refer
to
the
information
management
board,
providing
key
Assurance
to
stakeholders.
My
question
is:
what
does
that
mean
and
what
does
that
mean
for
us
as
a
as
a
an
audit
committee,
do
we
expect
to
receive
some
assurances
in
that
respect.
G
H
M
M
How
do
you
talk
about
the
training,
the
strategy
applying
to
all
areas
of
the
organization,
including
outsourced
and
shared
services?
So
how
do
we
get
assurance
that
actually
takes
place,
and
how
do
you
monitor
the
training
by
our
own
staff?
Mandatory
training
is
taken
up
and
do
you
have
a
right
to
audit
on
the
outsourced
providers,
for
example,
for
their
training,
adherence.
G
We
have
done
multiple
juices
throughout
the
organization
and
The
Silo
has
been
fully
involved
in
relation
to
that.
So,
whilst
the
train
about
September
last
year,
that's
taken
a
bit
of
time.
We
appreciate
that
Frontline
service
has
earned
a
lot
of
pressure
and
ultimately
50
staff
still
to
do
when
there's
14
000
stops
we're
quite
sure
that
that's
going
pretty
well
in
terms
of
the
suppliers
and
and
third
parties
under
gdpr.
We
have
a
right
to
order
if
we
wish
to
do
so.
G
M
Thank
you
for
that,
and,
and
my
final
question
I
did
have
a
question
around
the
performance,
but
that's
already
been
addressed.
Thank
you
is
around
the
risk
assessment
table
on
page
33,
it's
great
to
see
that
you've
got
the
risk
assessment
and
the
scars
out
there
for
us
all
to
see.
My
question
is
around:
do
we
have
an
appetite
for
what
we
want?
G
In
terms
of
in
relation
to
the
risks
feel
like
I'm
reviewing
everything
haven't
been
here,
we
are
working
with
Tim
roller
in
relation
to
reviewing
how
information
risk
management
is
done
so
at
the
moment
and
for
business
risk
management
and
information.
Risk
management
are
fundamentally
different.
However,
by
all
accounts,
they
are
done
collectively
at
the
moment
whereby
they're
added
to
information,
sorry
directed
risk
registers,
and
we
are
looking
to
Central
centrally
coordinate
how
information
risk
is
done.
G
But,
yes,
we
are
reviewing
how
they
are
done,
because
the
key
point
of
risks
is
they
are
put
in
place
to
escalate
for
a
reason
for
reporting
purposes,
but
also
it's
the
actions
that
should
be
done,
and
we
want
to
review
how
actions
are
managed
whereby
they're
not
a
line
of
text.
They
are
a
physical
action
with
assigned
owners
and
status
updates
to
fully
report
the
progress
in
relation
to
them.
M
D
It's
just
on
the
Freedom
of
Information
and
the
table
is
really
interesting.
I
would
love
to
know
what
happened
in
Newcastle
quarter,
four
of
21
22,
but
by
the
by
I,
I'm
I.
Think
like
a
lot
of
counselors,
we
believe
that
as
much
information
as
we
can
get
out
should
be
out
and
as
quickly
as
possible.
D
With
that
in
mind,
it
will
be
interesting
to
know
how
many
of
the
Freedom
of
Information
requests
actually
are
for
information
that
is
actually
already
available
it.
Perhaps
as
a
statistic
you
don't
have,
but
how
many
is?
Is
you
know
what
I'm
looking
for
sorry
I
haven't
got
any
more
and
the
other
thing
is.
D
The
statistics
are
really
good,
but
all
these
cities
are
different
sizes,
so
it'd
be
interesting
to
know
if,
as
a
percentage
of
the
population
were
high,
are
we
getting
a
lot
of
Freedom
of
Information
requests,
or
is
it
just
even
percentage-wise
with
the
number
of
people
in
the
in
the
city?
Thank
you,
chair.
G
D
So
is
there
any
any
change
that
you
feel
that
could
be
made
in
the
process
in
all
departments?
That
would
make
your
life
easier,
because
you've
already
told
us
how
resources
within
your
department
are
limited
and
stretched
at
the
moment,
and
also
it
would
be
interesting
to
know
what
the
cost
to
the
authority
is.
Our
Freedom
of
Information
requests.
G
In
terms
of
from
a
business
process
perspective,
I
am
a
fan
of
front
loading.
The
process
and
IG
is
not
just
about
FY
and
data
protection
and
so
records
management
as
well.
So
we
are
starting
up
an
information
strategy
which
will
work
over
the
next
three
to
five
years
in
relation
to
how
we
process
business
information,
so
it
will
look
at
Office
365.
It
will
look
at
business
classification.
So
that's
group
in
our
information
by
function
by
activities
Etc
so
largely
we'll
be
able
to
tag
data
so
it'll
make
it
easier
to
find.
G
G
G
I'm
very
conscious,
we're
making
a
lot
of
changes.
We've
made
a
lot
of
changes
to
process
and
we'll
make
further
changes
to
the
system
so
largely
because
we're
going
through
that
change,
whatever
we
cost
it
now
would
be
very
different
in
six
months
time,
but
I
think
that's
a
valid
point
that
we
should
be
looking
to
to
do.
Maybe
perhaps
the
end
of
this
year,
I'm
sorry,
there
was
a
point
you
made
at
the
start
that
I,
don't
think
I've
answered.
L
D
G
G
So
we
could
actually
say
we're
not
looking
at
this
as
a
day-to-day
basis,
but
in
the
future
we
would
look
to
get
to
that
stage
and
then,
furthermore,
if
it
couldn't
find
the
information
publicly
available,
it
could
search
internally
automatically
so,
but
we
need
to
put
this
infrastructure
in
place
to
do
that
with
the
target
Etc.
Otherwise
it
would
just
find
anything
and
everything
with
keywords.
So
there's
a
lot
of
fundamental
work
to
be
done
to
do
that,
but
that's
the
journey
we
want
to
to
go
there.
A
G
To
buy
sets
up
a
great
suggestion
and
I'll
be
honest
as
of
now
that
hasn't
been
considered,
but
I
think
it's
a
fantastic
thing
that
we
absolutely
should
I
mean
don't
get
along.
It
should
be
created,
as
I
say,
I'm
talking
from
maybe
semi-technical
terms
with
business
classification
and
tagging
Etc,
but
by
all
accounts.
That's
how
your
search
engines
become
more
efficient
because
you
can
filter
down
in
relation
to
that.
So
yeah
I'll.
Take
that
one
to
pick
up.
N
N
the
quarter
one
to
quarter
four,
it's
only
a
minor
thing.
But
if
you
add
those
up,
you
don't
get
2024
you
get
2022
and
further
along.
If
you
look
at
Newcastle
the
last
column
on
quarter,
four
is
1289
Yet.
The
full
total
for
the
year
is
12.89.
So
the
spreadsheet
looks
like
it's
a
got
several
errors
contained
in
it
and
if
you
look
down
at
the
next
spreadsheet
below
and
you
add
206
to
210
to
142
to
191,
you
don't
get
751,
so
I'm
just
wondering
what's
happening
with
the
data
and
how?
A
No,
so
let
me
get
me
a
little
sheet
up
so
moving
to
the
recommendation,
then,
does
the
committee
agree?
The
recommendation
set
out
the
report
to
consider
the
contents
of
this
report
and
the
Assurance
provided
as
the
council's
approach
to
information
and
management
governance
I'll
take
silence
as
a
yes.
There
we
go
so
moving
on
to
the
real
item
mate
because
it
was
slightly
coded
wrong
in
my
sheets,
which
is
the
decision
making
statement
and
no
I'm
looking
at
the
wrong
one.
No,
it
is
I
am
looking
at
the
wrong
chat.
B
B
A
F
Yes,
good
morning,
so
I
trust,
you've
read
the
report.
One
thing
I
would
like
to
say
it's.
The
first
time
IDs
have
used
this
new
statement
of
internal
control,
so
this
will
evolve
over
time,
so
it
will
improve,
as
we
start
coming
through
these
meetings,
just
wanted
to
point
that
out
and
what
I've
tried
to
do
is
describe
the
new
governance
Arrangements,
which
we're
being
establishing
IDs
over
the
last
two
years
in
terms
of
the
pre-digital
board.
F
Digital
board,
design,
Authority
and
those
boards
are
aimed
to
align
digital
principles
and
strategies
and
facilitate
prioritization
across
the
council.
Another
element
I'd
like
to
pull
out
is
the
new
tool
adaptive.
So
that's
used
to
plan
track
delivery
of
all
work
being
done
in
IDs
to
understand
capacity,
availability
and
demand
management
and
again
the
reporting
coming
out.
Adapting
will
become
much
more
Rich,
maybe
able
to
see
how
we're
performing
against
our
capacity
levels
and
then
finally
wants
to
pull
out
the
work
to
establish
a
digital
academy.
F
C
Yeah,
thank
you,
chair,
I,
think
three,
three
questions
on
page
48,
two
paragraphs
at
the
top
14
and
15
relate
to
information
about
the
performance
of
the
service
centers
and
also
the
two
risks
areas
of
failure
are
the
is
that
information.
I
know
the
information
regarding
the
performance
of
the
call
center
or
contact
centers
does
come
to
us
sporadically.
Does
that
also
go
to
scrutiny
and
resources
committee,
and
can
we
be
assured
that
that
will
continue
and
in
respect
to
15?
C
C
Is
that
another
word
for
outsourced,
or
is
it
Outsourcing
beyond
the
boundaries
of
the
UK?
You
know
when
you
talk
about
offshore
and
you
think
about
the
Bahamas
I'm
sure
it's
not
that
and
there's
a
corollary
to
that.
If
we
are
having
to
take
this
expedient,
is
it
a
short-term
expedient
or
is
it
something
that
we're
looking
at
in
the
future
Aid?
Would
we
get
better
value
for
money
through
employing
people
directly
rather
than
Outsourcing
or
offshoring?
Thank
you
check.
F
Thank
you
and
it's
coming
on
that
last
Point.
First,
so
so
we
are
looking
at
augmenting.
The
IDS
team
with
offshore
resource
it
could
be
near
sure,
could
be
offshore.
This
isn't
about
Outsourcing.
This
is
about
bringing
people
in
with
the
new
digital
skills.
We
need
around
things
like
powerapps,
robotic,
process,
automation.
F
C
F
Correct,
but
what
we're
looking
to
do
is
work
alongside
each
other,
so
this
is
about
their
common
helpers.
While
we
develop
our
skills
within
our
internal
development
team
and
we've
got
a
very
small
development
team
in-house
at
the
minute,
but
we're
looking
to
do
some
very
ambitious
things,
as
Aaron
mentioned
previously
around.
You
know
potentially
AI
to
look
at
how
we're
doing
foi
requests.
So
we
need
to
bring
people
in
with
those
specialist
skills
that
can
help
us,
but
this
isn't
about
it
stays
there
forever
it's
about.
A
Just
very
quickly
on
that
point
before
you
answer
the
rest
of
council
thinkers
Council
as
well.
Sometimes
language
is
important
and
sometimes
using
one
word
when
a
sentence
would
be
better
is
suggestible
because
that
suggests
Outsourcing
not
bringing
in
expertise
for
for
particular
projects.
So
I
would
maybe
suggest
dropping
some
of
the
jargon
and
using
a
sentence
instead
of
a
word.
I
think
you
had
some
other
point.
Did
you
raise
cancer
as
well?
That
haven't
been
picked
up.
C
C
The
20
of
people
saying
that
either
they
don't
think
that
it's
embedded
at
all
or
simply
don't
know
and
and
the
the
I
think
my
other
question
about
information
coming
to
either
this
committee
or
to
scrutiny,
bus
or
both
relating
to
contact
center
performance.
I.
Think
we've
got
our
own
assurance
that
that
does
come
regularly,
but
the
other
information
related
to
paragraph
15
I'm,
just
wondering
whether
that
sees
the
light
of
day
in
terms
of
member
Democratic
scrutiny.
F
O
It's
really
following
on
from
what
Paul
said
about
I
mean
the
paper
Majors
a
lot
on
Communications
and
how
important
they
are.
The
the
survey
that
you've
quoted
the
results
of
here.
Could
you
tell
me
how
many
people
were
actually
surveyed
and
what
the
answers
to
that
say
they
actually
were
in
terms
of
a
percentage.
B
But
we
have
refined
the
sample
that
we're
looking
at
so
that
we
are
just
looking
at
those
heads
of
service,
so
those
officers
who
report
directly
into
Chief
officers
and
have
direct
control
of
the
operational
teams
within
their
remote
so
that
they
can
tell
us
exactly
what's
going
on
within
their
service
and
provide
that
Assurance.
So
as
I
say,
that
is
ongoing
at
the
moment,
there
are
something
like
130
officers
in
the
survey
this
time
around.
O
Thank
you.
The
as
Paul
said
you
know
whether
the
the
glass
is
80
full
or
20
empty,
whatever
I
tend
to
take
the
the
pessimistic
sort
of
view,
particularly
with
regards
to
Communications
and
and
certainly
so
far
as
I
couldn't
get
into
my
Word
documents
over
the
weekend
and
spent
nearly
two
and
a
half
hours,
because
the
system
just
would
not
work.
O
There
are
issues
regarding
business
continuity
if
the.
If
the
I.T
system
goes
down
lots
of
a
lack
of
confidence
in
that
and
and
as
Paul
said,
an
overconfidence
that
you
know,
you're
able
to
sort
of
cope
and
so
on
and
so
forth,
whereas
you
don't
have
the
capacity
clearly
to
be
able
to
deliver
what
you're
trying
to
deliver
and
I
wonder
if
the
the
the
major
IDs
activity
at
the
moment
is
just
too
much
given
everything
else.
That's
going
on
in
the
council
particularly
regard
for
financial.
O
F
I
think
I
would
say:
Council
Flynn
we've
gone
through
a
big
change
over
the
last
two
years.
We've
done,
a
reorganization
of
the
teams
are
still
finishing
off
filling
some
of
those
posts
so
that
we're
embedding
those
new
teams.
So
there's
a
lot
of
work
going
on.
My
view
is
going
to
get
significantly
better
as
we
move
forward,
because
we're
now
starting
building
those
teams
and
just
on
your
point
on
business
continuity,
the
move
to
the
cloud
is
is
precisely
for
that
to
give
us
more
secure
and
more
available
services.
F
O
My
cloud
is:
full
I'm
told
genuinely
quite
genuinely
and
I'm
seeing
Rob
Sykes
this
afternoon,
because
every
time
I
try
to
access
stuff
on
my
iPad
I
cannot
do
it
now.
That's
just
me
as
a
counselor
I'm,
not
particularly
important
in
the
grand
scheme
of
things.
What
about
the
you
know,
13
or
14,
to
15
000
members
of
Staff
here?
If,
if
that
happens
to
them
particularly
is
50
of
them
are
working
at
home.
F
F
O
O
That's
one
in
five,
not
just
only
that's
one
in
five
members
of
staff
and
I
I,
you
know,
I
I
have
no
doubts.
I've
spoken
to
Leonardo
about
it.
I
I
know
how
hard
the
staff
are
working
to
try
and
do
all
of
this,
but
I
just
wonder
if
you
just
tried
to
do
too
much
if
I
can't
get
into
my
iPad
over
a
weekend,
I
was
wasted.
What's
the
point.
F
That,
as
I
said
in
the
previous
answer
to
the
question
before
we
are
looking
to
bring
in
more
resource
to
help
us
in
a
deliberate
pace
so
well,
we
haven't
got
those
specialist
skills.
We
are
going
to
bring
them
in
to
help
us
we're
still
embedding
a
lot
of
the
teams
so
I'm,
confident
it
will
improve
just
in
terms
of
this
survey
as
Kate
said,
but
it's
going
to
be
repeated
and
it
should
start
to
show
or
hopefully
a
an
improvement
in
there.
As
we
start
embedding
those
new
teams.
F
Thank
you
that
procurement
approval
meeting
meets
every
month,
so
what
it
focuses
in
on
is
any
application
or
business
applications
where
it's
coming
to
an
end
of
contract
and
there's
a
renewal.
So
what
we?
What
we
do
in
that
meeting
is
look
at
whether
there
are
is
other
software
in
the
council
that
can
actually
provide
the
same
service
rather
than
just
renewing.
F
A
Just
a
question
for
me:
over
prioritization
everybody
wants
that
piece
of
the
cake,
basically-
and
everybody
says
their
particular
IT
projects.
The
most
important
it's
going
to
deliver
the
best
for
the
councils
and
they'll
have
the
best
savings.
What
is
the,
how
are
you
assuring
that
the
actual
decisions
been
made
by
officers
and
also
in
terms
of
senior
political
accountability,
are
feeding
into
the
prioritization
of
the
process?
A
So
it's
not
just
the
person
that
shouts
the
loudest,
but
that
is
actually
assurance
that
we're
prioritizing
those
projects
as
I
think
as
councilor
fillings
alluded
to
that,
actually
deliver
the
most
bang
for
the
book
for
the
council
in
terms
of
what
we
knew.
So
what
is
the
Assurance
process
around
prioritizing
effectively,
but
also
making
sure
those
appropriate
Democratic
accountability
from
senior
members
of
the
of
the
cabinet
Etc.
F
So
prioritization
is
done
through
the
pre-digital
board
and
the
digital
board
that
then
their
new
boards
that
have
been
set
up
in
the
last
couple
of
years,
So
within
that
those
meetings
will
be
very
senior
officers
that
meet
across
the
various
directors
and
they
get
together
to
do
that.
Prioritization
in
that
meeting.
A
But
where's
the
Democratic
accountability
from
senior
cabinet
members
because
you
may
deem
one
thing
to
be
priority,
but
the
political
leadership
of
the
council
May
deem
something
else
to
be
the
priority.
So
what's
the
interconnect
between
those
two
conversations
to
make
sure
what
you
think's,
the
priority
is
the
same
as
the
elected
members
thinks
the
priority.
F
H
Thanks
chair,
what
I
would
like
to
say
is
quite
coincidentally
this
afternoon,
I'm
actually
meeting
with
all
of
IDs
SLT.
We
are
actually
going
to
do
an
exercise
with
the
help
of
Kate
and
Angela
to
map
out
governance,
and
one
of
the
areas
we
are
particularly
looking
at
is
escalation
routes
to
CLT
and
members.
So
some
of
that
information
will
be
feeding
back
to
you
shortly.
A
That
was
good
timing,
any
other
questions
or
comments.
Okay,
if
there
are
no
other
questions
and
comments
moving
on
to
the
recommendation,
where
are
we
does
the
committee
agree?
The
recommendation
are
set
out
in
the
report
to
consider
and
note
the
positive
Assurance
set
out
in
the
IDS
statement
of
internal
control
attached
to
appendix
a
to
this
report.
I'll
take
silence
as
a
yes.
A
I
Right
I'm
here
to
present
the
internal
update
report
for
the
period
first
of
September
to
the
end
of
December
I
will
assume
that
everybody's
read
the
report.
Members
will
notice
that
we've
included
our
data
analytics
strategy
as
part
of
this
update
report.
This
outlines
our
vision,
aims
and
key
areas
of
focus
for
data
analytics
to
assist
in
the
delivery
of
our
internal
audit
plan.
This
is
in
draft
as
it
requires
final
approval
from
internal
leadership
team.
I
I
In
terms
of
limited
opinions,
we
have
undertaken
two
reviews
at
two
primary
schools
that
have
resulted
in
a
limited
opinion
for
compliance
with
controls.
In
both
cases,
the
main
weaknesses
were
around
compliance
with
procedures
for
credit
to
payment
and
the
management
of
the
school
voluntary
fund,
and
in
one
school
there
are
all.
There
were
also
weaknesses
found
within
payroll
procedures.
They
had
teachers
at
both
of
the
schools,
have
agreed
to
implement
the
recommendations
raised
during
the
Audits,
and
we
will
be
reviewing
the
implementation
of
those
in
follow-ups
during
23-24
in
terms
of
follow-ups.
I
We
continue
to
work
with
directorates,
to
embed
the
recommendation
tracking
process,
we're
proactively
obtaining
feedback
from
that
and
using
that
to
continue
in
its
development,
and
the
other
thing
to
mention
is
that
we
are
currently
building
an
internal
audit
plan
for
the
23-24
year
which
we'll
be
bringing
to
the
committee
in
the
March
meeting.
So
if
members
have
any
areas
that
they
wish
to
include
for
consideration,
could
they
please
let
us
know
by
emailing
Louise.
N
Thank
you,
chair,
you've
touched
upon
the
Primary,
School,
Audits
and
I
was
going
to
ask
about
that
because
it
says
about
the
limited
compliance
Assurance
now,
if
I
understand
correctly,
you've
looked
at
two
schools
and
both
have
sort
of
raised
areas
of
concern.
Is
this
something
that
you're
going
to
extend
out
to
look
at
more
schools?
Because
if,
if
you've
looked
at
two
and
two
you've
got
areas
of
concern,
that
tends
to
suggest
a
more
worrying
picture
and
then
the
other
thing
is
just
to
understand?
N
H
H
So
what
we'll
be
doing
is
looking
at
Trends
and
then
feeding
that
into
next
year's
audit
plan
as
well
and
with
your
last
question,
the
organizational
impact
I
understand
that
it
could
be
quite
confusing
from
from
the
from
the
table,
but
it's
actually
the
organizational
impact
for
the
lead
city
council
not
for
the
school
but
actually
reading
it
in
this.
In
this
table
format.
I
can
understand
why
you
think
actually
would
have
organizational
impact
for
that
individual
school.
So
we
will
look
at
at
at
reviewing
how
we
present
that
information.
N
Yeah
I
think
my
point
was
more
the
fact
that
if,
if
there
is
a
serious
problem
at
a
school
and
it's
an
Lea
school,
does
that
not
reflect
back
on
the
Council?
So
does
it
not
impact
into
our
thing?
And
the
other
thing
just
to
clarify
your
the
answer
to
the
first
bit?
Does
that
mean
you
will
be
looking
at
further
schools
next
year,
because
obviously
I
say
100
of
the
two
schools
investigated
does
raise
concern.
N
H
We
don't
review
every
school
annually,
but
but
we
do
review
some
schools,
we
do
look
for
Trends
and
then
we
we
work
with
them.
The
finance
teams,
as
well
in
in
financial
management,
communicate
to
schools
regularly.
So
we
look
at
other
ways
of
actually
working
to
improve,
not
not
just
by
doing
old.
Is
it
sometimes
it's
proactive
work
with
with
these
organic.
These
bodies.
A
So
I
I
think
just
for
clarity,
and
what
we're
saying
is
is
basically
a
risk
assessment
is
done.
You
pick
the
ones
that
you
think
are
the
most
risky
and
that's
where
you
do
the
work.
I
suppose
the
question
then
comes
is
is
what
thought
process
goes
into
that
risk
assessment,
and
we
assured
that
the
risk
process
that
you're
using
to
identify
is
sufficiently
robust
enough
I
mean
it
would
suggest.
H
We
obviously
look
at
risk
registers.
We
also
look
at
other
intelligence.
We
can
gather
news
reports,
conversations
with
other
colleagues,
children's
and
family
colleagues
Finance
colleagues,
so
it
it
is
very
incredibly
widespread.
So
we
actually
gather
a
whole
raft
of
information
well
well,
when
we're
getting
the
intelligence
to
formulate
that
risk-based
plan,
and
whilst
it
is
a
risk-based
risk,
registers
only
do
form
a
part
of
that,
and
sometimes
it
does
come
down
to
auditor
knows
and
understanding
of
the
organization
that
you
work
in.
D
City
development
highways
and
you've
taken
that
out,
because
they're
doing
their
own
work
in
this
area,
but
you're
going
to
consider
it
as
an
area
for
review
in
23,
24.
I'm
just
wondering
as
they
are
doing
this
work
already.
Would
it
not
save
time
and
be
of
a
of
benefit
to
to
put
somebody
from
the
audit
team
in
there
while
they're
doing
their
review?
And
you
can
do
both
at
the
same
time
or
is
that
just
a
non-starter.
H
We
have
many
different
approaches
when
it
comes
to
doing
audit
work.
Sometimes
it's
sitting
alongside
depends,
if
there's
a
board
or
a
working
group
that
that's
overseeing
a
particular
project.
Sometimes
it's
retrospective,
sometimes
we'll
actually
review
some
of
the
work
that
they're
doing
the
directorates
for
this
one
it
was
deemed
to
be.
This
was
this
was
the
best
approach,
but,
as
I've
mentioned
previously,
the
Information
Management
board,
we
do
sit
alongside
and
actually
work
with.
C
Yes,
thanks
Jay
and
I'm,
referring
to
you
to
page
59
the
same
table
that
that
Jane
was
referring
to
it's
very
interesting,
that
lots
of
work
relating
to
adults
and
health
there's
imposed
itself
on
the
agenda
during
the
course
of
the
Year,
and
that
raises
not
concerns
but
questions
about
why
some
of
these
areas
weren't
being
looked
at
earlier.
Clearly,
some
of
them
relate
to
legislative
responsibilities
that
have
only
really
come
falling
onto
the
agenda.
C
The
one
that
I
wanted
to
focus
on
was
the
external
residential
placement
work,
because
I
think
that
that
is
an
element
of
work
that
we
as
members
in
the
public
at
large
will
be
very
interested
in.
There's
been
a
lot
of
concern
expressed
through
the
media
and
publicly
about
the
amount
of
taxpayers
money.
That's
been
channeled
into
private
providers
of
children's
care
and
its
quality.
C
More
importantly,
and
I
just
wondered
how
extensive
that
work
is
in
terms
of
resources
that
are
required
from
audit
when
the
final
reporting
is
going
to
come
to
light
and
again,
where
that's
going
to
be
reported
to
members,
we're
really
be
going
to
adult
health
and
active
lifestyle
scrutiny
board.
Will
obviously
be
going
to
Executive
Board?
Will
it
be
coming
to
us
or
a
mixture
of
all
of
them?
My
second
question
relates
to
page
79
and
the
bar
charts
the
actual
versus
planned
days.
C
Presumably
this
is
up
to
quarter
three
or
it
might
be
even
earlier,
but
I
had
slight
difficulty
in
reconciling
all
the
bars
between
the
agreed
audit
plan
dates
and
the
actual
dates
and
the
bit
in
the
middle.
The
pro
rata
audit
plan
date
so
obviously,
for
for
my
obtuse
aging
brain,
it
would
be
useful
just
to
have
that
elucidated.
A
little.
I
Foreign
in
terms
of
the
external
residential
placements,
that
is
a
an
audit
review
that
we
are
starting
this
week.
Actually
we
will
be
discussing
it
with
this,
the
directorate
this
week
and
looking
to
have
something
done,
hopefully
by
the
end
of
March,
and
that
will
get
reported
through
the
annual
through
our
update
report
and
should
be
included
in
our
annual
audit
opinion
as
well.
C
M
M
Okay,
so
on
page
59,
you
have
three
items
relating
to
attendance
at
program
boards,
which
is
great
I'm,
all
for
that
that
ongoing
live
Assurance
as
it
were,
I'm
just
asking
for
a
little
bit
more
I
suppose
in
that
table
in
the
on
one
of
one
of
them
and
I'm
gonna
on
the
page
in
front
of
me
does
tell
me
what
you'll
be
doing
at
that
board,
but
the
other
two.
Don't
it
just
says,
you're
attending
the
board.
M
M
H
M
Are
there
any
concerns
that
you
have
around
any
lagging
departments?
For
example,
I
know
we
talked
about
schools
earlier
and
the
assurance
that
you've
been
able
to
provide
or
not
provide
in
in
respect
of
the
two
schools.
Just
looking
at
that
table
on
on
page
66,
there's
an
indication
that
schools
are
not
as
forward
as
they
as
we
might
want
them
to
be,
maybe
on
the
progress
they're
making
on
their
actions
that
are
outstanding,
that
are
overdue.
So
do
you
have
any
comments
on
that
Louise.
H
Yes,
it
is
a
an
area
that
does
concern
me
in
fact,
I've
been
speaking
it
to
the
chair
and
I've,
asked
the
chair
to
issue
the
chief
exec
with
an
email
asking
to
Cascade
information
about
encouraging
officers
to
respond
and
keep
these
trackers
updated
to
obviously
give
us
the
oversight
to
make
sure
the
control
environment
remains
robust,
and
it
will
also
obviously
add
to
my
annual
Assurance
opinion
at
year
end
and
obviously
give
you
as
committee
members
that
assurance
that
actions
are
being
taken
and
proactively.
Thank
you.
I.
M
Yeah
yeah
I
just
have
one
more,
that's
too
connected
sorry,
Louise,
so
appendix
b
the
quality
assurance
in
section
three
you
talk
about
plan
dates
for
delivery
of
actions.
You
talk
in
specifically,
my
point
is
around
the
Assurance
mapping.
Another
thing
that
a
subject
that's
close
to
my
heart
from
an
internal
audit
perspective.
When
will
when
will
we
see
how
that
will
inform
your
planning
process?
M
H
So
as
far
as
the
Assurance
mapping,
we
do
do
Assurance
mapping,
but
I
was
asked
to
to
see
if
leads
could
actually
contribute
to
some
to
a
sit
for
working
group
around
assurance
and
mapping.
Unfortunately,
that
hasn't
got
off
the
ground
nationally,
so
I
was
holding
back
a
bit
because
I
didn't
want
to
go
down
a
route
and
it
not
conform
with
the
professional
body.
So
we
are
now
trying
to
get
back
more
back
up
to
speed,
because
obviously
it
is
something
that
we
can't
not
do
so.
H
The
it
isn't,
as
developed
as
I
would
have
liked,
purely
because
of
what
happened
nationally.
I
I
would
like
to
think
that
we
could
present
something.
I
was
hoping
it
was
going
to
be
as
part
of
the
annual
plan,
but
obviously
given
what
I've
just
said.
That
makes
it
a
little
bit
more
difficult,
so
I'm
hoping
to
report
it
later
on
in
the
year.
If
that's
okay,
oh
my
God,
was
there
a
second
old
kpis
that
can
be
reported
as
part
of
the
annual
plan
as
well.
M
D
Yeah,
you
know
you
stick
anything
red
in
a
report
and
you're
just
going
to
hone
in
on
it
and
being
a
new
member
of
this
committee.
Abbreviations
and
things
absolutely
drive
me
insane.
So
this
might
seem
very
simple
to
my
colleagues
on
page
84,
you've
got
a
chart,
it's
called
meaningfully
monitor
officer,
key
decisions
taken
under
urgency
procedures
and
you've
got
a
an
abbreviation
there,
g
e
or
s.
U.
B
So
this
is
about
monitoring
the
way
that
key
decisions
are
published
and
the
way
that
we
go
through
the
transparency
and
accountability
that
we
should,
as
a
council,
General
exception
means
that
the
decision
was
taken
at
relatively
short
notice,
but
that
the
report
was
published
five
clear
days
in
advance,
so
people
had
a
chance
to
to
Grapple
with
what
we
were
doing
Special
urgency.
We
had
to
take
the
decision
and
crack
on
with
it
and
you're,
given
the
reasons
there
for
why
we
did
it
that
way.
D
That's
fine
and
the
the
color
scheme
as
I
say
anything
red
sort
of
flashes
up
and
you
think,
my
goodness
red,
so
s.
U,
the
the
you've
got
three
decisions
here
under
Gene
Su
that
are
in
red
one
in
Amber
and
so
on.
Why
are
they
red?
Were
they
not
taken
or
were
they
very
late
or
why
are
they
red
and
and
were
the
decision
not
made.
B
The
decisions
would
take,
all
of
these
decisions
have
been
taken,
the
ones
that
are
colored
red,
I've
colored,
those
boxes
red,
because
there
is
less
transparency
around
them.
So
with
a
special
urgency
decision,
there
is
no
publication
in
advance
of
the
decision
being
taken
and
where
it's
exempt
from
calling
there
isn't
that
opportunity.
After
the
decisions
taken
for
members
to
bring
it
back
to
scrutiny
and
say,
have
we
really
done
the
right
thing
here
and
and
just
press
the
pause
button
on
those
decisions
with
General
exception?
B
You
get
the
decision
five
days
in
advance,
but
you
haven't
known
it
about
it
for
the
full
28
days
that
legislation
would
prefer
just
to
be
clear.
Both
General
exception
and
special
urgency
are
set
out
in
legislation.
There
is
provision
there
that
allows
officers
to
use
they
shortened
terms
in
specific
circumstances.
You
will
get
further
information
around
this
and
how
it
all
works.
When
you
get
the
decision-making
annual
report
later
on
in
the
year,
if,
if
you're
a
member
of
the
committee
next
Municipal
year,.
D
Thank
you
for
letting
me
know
that
it
does
strike
me
that
for
Urgent
decisions
for
it
to
get
to
that
stage,
it
shouldn't
get
to
that
stage.
That's
urgent
decisions,
but
I
know
they
have
to
so
I'll
leave
it
through
there
and
I'll
wait
till
the
further
report
comes
out,
and
perhaps,
if
I
am
on
the
committee
delve
into
it
a
bit
deeper,
then.
A
C
Yeah
just
very
quickly-
and
it's
relating
to
the
where,
where
are
we
the
date,
the
rule
out
to
data
analytics,
and
obviously
we've
discussed
this
on
a
number
of
occasions
and
the
fact
that
it
will
prove
hopefully
to
be
a
very
effective
tool
in
terms
of
tracking
now
fraud,
for
example,
and
therefore
will
save
a
lot
of
actual
office
of
time.
In
that
respect?
Now
we
we
only
in
the
foothills
of
developing
and
that's
the
second
of
five
levels,
and
it's
our
ambition
to
become
leading
on
this
particular
issue
by
October
25.
C
Is
it
October
25
is?
Is
that
relatively
modest
progress
towards
becoming
a
leading
Authority
in
this
respect
or
a
leading
proponent?
The
result,
our
limited
capacity
and
or
the
fact
that
these
things
take
time
to
rule
out
across
an
authority
the
size
of
leads
and
presumably
we'll
be
looking
to
move
ahead
in
those
areas
of
highest
risk
more
quickly,.
H
Thank
you
councilor.
As
far
as
data
analytics
strategy
and
the
use
of
data
analytics,
we
are
already
one
of
the
leading
public
sector
bodies
in
local
government.
We
use
it
far
more
than
any
local
Authority
in
the
area,
for
example,
and
with
regard
to
the
Target
dates,
I've
had
to
balance
the
delivery
of
the
plan,
the
resources
available,
the
emerging
risks.
H
A
So,
just
as
a
quick
follow-on
to
that
two
seconds,
sorry
so
we're
good
for
a
local
Authority
it
the
kind
of
the
target
to
comparable,
maybe
to
an
SME
or
a
large
company
in
their
level
of
sophistication,
because
if
you,
if
we've
got
a
plan
to
improve
it,
but
we're
already
good
local
authorities.
So
what
are
we
aspiring
to?
If
that
makes
sense,
are
we
what
other
type
of
organization
who
uses
that
kind
of
information
in
a
much
more
systemic
way?
Are
we
trying
to
achieve
or
get
to
show
us.
H
I
think
that's
quite
difficult
when
I've
obviously
I've
mentioned
I've
worked
in
the
private
sector
on
the
firm
I
worked
for
actually
had
a
strategic
partnership
with
McLaren
F1
and
they
were
using
Telemetry
data.
So
obviously,
they've
got
very
sophisticated
software.
Real
time
made
real
impact
by
their
decision,
making
I
think
it
depends
how
much
you
want
to
spend
ultimately
I
think
it's
that
balance.
Isn't
it
sky's
the
limit
when
it
comes
to
data
really.
C
C
Well,
could
I
just
could
I
could
I
just
go
back,
not
necessarily
now
because
I'm
not
expecting
an
answer
of
the
hoof,
but
it
would
be
interesting
to
know
how
quickly
we
could
roll
this
out
if
there
was
more
resource
just
as
an
academic
exercise.
So
we
know
what
balance
we
are
making
in
in
terms
of
our
ability
to
to
combat
fraud.
A
M
Thank
you.
A
couple
of
things
from
me,
I
think.
Firstly,
I
want
to
congratulate
the
internal
audit
function
for
putting
together
a
data
analytics
strategy,
because
it's
not
common
in
my
opinion,
so
well
done
and
I-
think
it's
great
to
see.
I'll
go
back
if
I.
If
I
could
to
my
question
around
Assurance
mapping
and
how
much
use
are
you
making
as
a
third
line
function
of
what
you've
already
got
out
there
in
the
second
line,
and
that
pays
to
the
point
that
Council
trustwell
makes
about
efficiencies?
M
You'll
have
I'm
sure
a
whole
host
of
continuous
monitoring
live
monitoring
of
data
out
there
in
the
business
already
and
I.
Think
it's
about
internal
audit
if
they
can
making
best
use
of
that
and
if
you're
able
to
bring
that
into
your
strategy.
That
would
be
a
tip
from
me
if
you
want
one,
but
I
do
congratulate
you
on
doing
that.
I
think
having
a
maturity
assessment
at
the
heart
of
it.
M
So
you've
got
a
statement
as
to
where
you're
aiming
to
be
is
great,
hold
yourselves
to
account
on
that
as
much
as
anyone
else
does
for
you,
because
it
it
has
a
tendency
in
my
experience,
to
be
put
on
a
shelf
if
you're,
not
careful,
so
do
hold
yourself
to
account
on
that
maturity,
assessment,
but
well
done
I!
Think
it's!
It's
not
a
common
thing
to
see
from
an
internal
audit
perspective.
A
Any
other
questions
or
comments
before
we
move
on
nope
I'm,
going
to
go
to
the
recommendation,
which
is
going
to
take
me
about
a
minute
to
recruit.
Does
the
committee
agree?
The
recommendation
is
set
out
in
the
report
to
a
receive
the
internal
audit
update
report
covering
the
period
from
September
to
December
2022
and
note
the
work
undertaken
by
internal
audit
During.
The
period
covered
by
the
report.
B
note
that
there
have
been
no
limitations
in
scope
and
nothing
has
been
Arisen
to
a
compromise.
A
The
independence
of
the
internal
audit
during
the
reporting
period
C
receive
the
report
providing
information
relating
to
the
monitoring
of
urgent
decisions
covering
the
period
September
to
December,
2022
and
finally,
D
received
the
internal
audit
data.
Analytic
strategy
for
2022-2025
I
will
take
silence
as
acceptance
there.
We
go
moving
on
then
to
the
next
item
agenda,
which
is
the
final
statement
of
accounts
for
2020
to
2021
and
the
ISA
260.
J
Thank
you
chair,
so
I'll.
Just
briefly
talk
about
the
accounts
themselves
and
then
hand
over
to
Grant
Thornton
to
present
their
audit
report.
So
these
accounts
were
originally
issued
in
draft
form
back
in
July
2021
and
we're
required
to
update
them
in
as
final
audited
accounts
for
any
issues
that
there
isn't
or
any
changes
in
circumstances
that
have
happened.
Since
then,
a
revised
version
of
the
accounts
was
actually
brought
back
to
committee
at
this
time
last
year,
and
at
that
stage
a
small
number
of
adjustments
had
already
been
identified.
J
It
was
around
this
time
last
year
that
the
national
issue
on
infrastructure
assets
came
to
light
and
that
present
prevented
any
further
sign
off
of
local
Authority
accounts
until
that
was
resolved
at
the
national
level.
That
was
resolved
in
December
with
the
issue
of
new
regulations
and
changes
to
the
accounting
code,
and
the
only
impact
on
our
accounts
is
that
we've
needed
to
make
additional
narrative
disclosures
and
there's
been
a
slight
change
to
one
of
the
tables.
One
of
the
disclosure
tables,
but
no
changes
to
the
actual
figures
in
the
accounts.
J
However,
in
the
intervening
period,
another
issue
has
come
to
light,
which
we
need
to
change.
Some
of
the
figures,
for
so
as
part
of
the
2122
closed
down,
a
number
of
valuations
were
outsourced
to
the
district
valuers
service
and
one
of
those
valuations.
The
valuation
for
Leeds
Arena
resulted
in
a
significantly
different
outcome
from
our
previous
valuation.
J
The
district
value
advised
that,
in
the
postcode
environment,
a
depreciated
replacement,
cost
valuation
basis
will
be
more
appropriate
than
the
income-based
valuation
that
we'd
previously
been
used,
using
as
a
result
of
a
reduced
level
of
objective
evidence
out
there
to
support
an
income-based
valuation.
Obviously
that
change
in
circumstance
would
have
applied
to
the
2021
accounts
as
well,
so
the
district
value
was
asked
to
revalue
the
Leeds
arena
for
2021.
J
That
resulted
in
a
significant
increase
in
the
carrying
value
of
the
leads
Arena
by
59.4
million
pounds.
I
would
stress
that
that's
a
technical
issue
in
terms
of
the
way
the
asset
is
valued
in
terms
of
our
balance
sheet.
It
doesn't
mean
that
if
we
were
to
put
the
arena
on
the
market
that
it
would
fetch
anywhere
near
90
million
pounds
and
the
change
in
the
valuation
basis
has
no
impact
on
our
spendable
Reserves.
J
So
as
a
result
of
the
fact
that
the
combined
change
in
value
for
those
three
venues
is
slightly
above
Grant
Thornton's,
materiality
levels:
we've
needed
to
make
a
prior
period
adjustment
to
the
accounts
to
reflect
the
figures
as
if
those
three
assets
had
always
been
valued
on
a
DRC
basis.
So
in
the
revised
version
of
the
accounts
that
was
circulated
with
the
committee
papers,
you'll
see
that,
after
the
four
main
statements
that
you
would
usually
expect,
there
is
a
fifth
statement
which
is
a
revised
opening
balance
sheet
position.
As
at
first
of
April
2019.
J
Q
Yeah
thanks
very
much
Mary
and
thanks
chair
we've
got
on
here
an
updated
ice
260
report
for
2021
and
to
try
and
Aid
members
review
of
it.
We've
just
highlighted
the
key
changes
from
the
version
that
you've
previously
seen
in
blue
text
and
the
bulk
of
those
changes
are
essentially
on
the
second
page
of
the
exec
summary
on
page
six
pack,
page
six
of
eurogen
agenda
and
indeed
an
appendix
C
in
terms
of
the
adjustments
and
disclosure
changes
that
have
occurred.
Q
I
think
Mary's
covered
the
issues
around
the
changing
evaluation
of
of
the
assets
that
that
she's
just
talked
through
and
in
addition,
there
were
changes
in
the
evaluation
of
the
council's
share
of
the
pension
fund
liability
collectively.
That
was
quite
a
significant
material
figure
and
obviously
comes
off.
The
back
of
a
number
of
changes
that
that
were
made
in
in
the
prior
year
accounts
in
1920.
Q
And
so
we
know
that
you
know
additional
layers
of
quality
assurance
have
been
put
in
place
in
terms
of
the
21
22
accounts
and
working
papers.
We
understand
internal
audit.
Colleagues
have
also
been
involved
in
that
process,
so
the
audit
of
2122
is
currently
in
its
early
stages.
We're
aiming
to
conclude
the
field,
work
and
testing
on
that
by
the
end
of
April
and
obviously
we'll
comment
back
in
terms
of
whether
those
enhanced
procedures
have
hopefully
improved
the
processes
in
2122
and
I.
Q
Think
the
other
key
thing
for
us
I
know:
we've
spoke
about
this
a
number
of
times
before
you
know
one
of
the
key
issues.
I
think
the
impact
on
the
the
audit
here
at
Leeds
is
the
the
existing
Financial
Ledger
and
again,
management
has
taken
action
on
that
and
we're
expecting
a
a
new
ledger
to
be
in
place,
certainly
by
first
of
April
24.
Q
It
may
even
be
ahead
of
that
and
I
think
that
will
certainly
help
not
just
the
accounts
and
audit
process,
but
I
guess
from
a
wider
business
management
management
information
point
of
view,
and
that
will
be
an
important
procurement
and
implementation
for
that
new
Ledger.
So
those
are
probably
the
key
points
to
draw
Out
Chair.
Obviously
the
bulk
of
this
report
members
have
already
seen
before
that
myself
and
paminda
happy
to
take
any
any
questions.
Thank
you,
chair.
O
Apologies
if
I
misunderstood
some
of
the
comments
in
the
report,
but
that
a
number
of
statements
about
the
overvaluation
of
land
or
buildings
and
given
the
council's
use
of
capital
receipts
I
wonder
if
there's
any
possibility
that,
because
we
make
a
fairly
good
use,
I
think
of
capital
receipts,
but
the
flexibility
in
using
them
is
going
to
be
withdrawn.
I
think
in
a
year
or
two
I,
don't
know.
Q
K
As
soon
as
I
can
stand
in
terms
of
what's
set
out
in
the
medium-term
financial
strategy
and
in
the
council's
budget
as
well,
trying
to
make
the
revenue
budget
more
robust,
resilient
and
sustainable,
the
council
has
been
on
a
journey
of
moving
away
from
sort
of
capital
receipts
to
fund
recurring,
spend
things
like
MRP
PFI
liabilities,
Etc
almost
at
the
end
of
that
Journey
now
and
a
couple
of
seats
flexibilities
is
probably
the
last
sort
of
use.
We've
got
at
that
again.
K
That's
a
government
endorse
policy
that
we
can
do
in
2025
as
you're
aware,
there's
a
specific
appendix
on
this
within
the
budget
report
to
be
received
at
executive
board
this
week,
which
sort
of
details
the
transformational
work
that's
being
undertaken
in
current
year
and
and
the
forward
Financial
year
as
well,
and
also
what
level
of
savings
we
expect
to
realize
as
well.
Thank
you.
M
Thank
you,
chair,
yeah,
again,
a
couple
of
questions
from
me:
if
I
may,
just
a
very
quick
one
on
the
valuations
and-
and
forgive
me,
I
used
to
know
the
answer
to
these
questions,
when
I
used
to
be
an
external
auditor,
the
change
in
valuation
to
depreciated
replacement
cost
is
that
common
for
this
type
of
asset,
then
for
other
authorities,
or
is
it
just
unique
to
the
district
value
here
at
Leeds?
That's
my
first
question.
M
Thank
you
for
that
and
then
a
couple
of
picky
questions
for
me
for
in
respect
of
your
report.
Grant
Thornton,
you
mentioned
a
breach
regarding
Tax
Services
provided
to
schools.
So
my
understanding
is
that
you
have
a
forgive
me.
Is
it
a
CRM
system,
a
customer
relationship
management,
type
system
that
that
Flags
potential
breaches
up?
If
you
have
one
of
those,
then
how
did
this
happen?
And
how
can
we
be
assured
as
committed?
It
won't
happen
again
and
my
second
question
separately
relates
again
to
action
plan.
Implementation.
M
You've
got
a
good
action
plan
in
your
report
there
for
for
offices
for
future
and
I
know
you
follow
those
up
when
you
come
in
to
do
the
audit
on
an
annual
basis,
but
is
there
a
process
that
you
have
in
place
to
follow
them
up
sooner,
where
they're
able
to
because
I
noticed
that
there
are
no
due
dates
on
the
action
on
the
action
plan?
I
suppose
should
there
be.
Thank
you.
Q
Thanks
Linda,
so
your
first
question
is
an
excellent
question.
It
was
one
that
paminda
and
I
asked
ourselves
at
the
time
when
it
was
actually
Mary
who
brought
this
to
to
our
attention.
So
where
I
think
there
was
a
a
gap,
is
that
any
new
assignment
that
the
firm
takes
on
they
do
do
a
due
diligence
check
on
the
organization
and
the
ownership
thereof,
so
this
particular
school
there
was
a
review
of
I.
Guess
the
governors
of
the
school
and
nothing
necessarily
shouted
out,
lead
city
council.
Q
You
know
the
local
vicar
various
parents,
teachers
Etc.
So
that's
why
it
sort
of
fell
through
the
cracks
and,
and
what
that's
now
led
to
is
a
a
very
different
change
in
terms
of
any
tax
vat
work
for
a
school.
Now,
it's
very
clear
that
if
it's
an
Lea
school
is
that
linked
to
an
audit,
client
and
clearly
with
40
of
the
local
government
Market,
you
know
there
is
the
possibility
that
you
know
this.
This
work
was
ongoing
going
so
in
a
way.
Q
You
know
we're
obviously
very
grateful
for
for
Mary
flagging
this
up
at
the
time
and
basically,
on
the
day
that
she
did,
action
was
taken
as
as
we've
tried
to
summarize
there
in
in
the
independent
section.
So
you
know,
revised
procedures
have
been
put
in
place
and
we've
reported
it
to
members.
We
reported
it
to
the
regulator
and
to
psaa
just
to
be
open
and
transparent
about
it,
but
hopefully
the
new
procedures
should
reduce
that
from
from
occurring
in
in
the
future.
Q
In
terms
of
recommendations
in
in
our
action
plan,
we
will
be
picking
that
up
as
part
of
our
ISO
260
report.
I
would
expect
on
the
2122
audit,
which,
as
I
say,
has
now
commenced.
We've
got
a
good
team
on
that
work
at
present,
we're
aiming
to
conclude
it
by
April,
and
we
will
summarize
that
in
the
Isa
260
report,
that
I
think
will
probably
come
to
this
Committee
in
in
June.
Q
In
terms
of
you
know
how
that's
progressed,
and
obviously
the
key
thing
from
our
perspective
is.
You
know
some
of
the
enhanced
procedures
that
we
know
that
Finance
team
have
put
in
place.
Hopefully
they
will,
they
will
come
through
in
terms
of
you
know,
A,
reduced
level
of
audit
adjustments
in
2122
and
obviously
closing
down
the
audit
more
quickly,
because
you
know
we're
all
conscious
me
and
my
team
Victoria
Richard
and
Mary
to
get
leads
back
onto
a
normal
audit
cycle
as
soon
as
we
possibly
can.
M
Yeah,
thank
you
I,
just
I
guess
my
point
really
around
the
actions
is
recognizing
how
busy
you
are
how
busy
the
finance
team
is
at
close
down
time.
How
busy
you
guys
are
auditing.
It
leads
under
your
other
clients.
Is
there
an
opportunity-
and
there
may
not
be,
but
is
there
an
opportunity
to
be
a
bit
more
ongoing
on
the
action
implementation,
the
action
tracking
so
you're,
not
just
waiting
until
the
year-end
to
do
that.
Q
I
mean
I
think
essentially,
because
we're
trying
to
conclude
in
effect
three
years
worth
of
accounts
this
year,
there
will
be
an
element
of
sort
of
continuity
and
obviously
there's
going
to
be
a
lot
of
regular
dialogue
with
with
Richard
and
Mary
throughout
2023.
So
and
there'll
be
regular
reports
coming
through
to
this
committee
during
that
time.
Q
So
you
know
we're
mindful
of
the
recommendations
we've
raised
and
we
will
make
you
know
appropriate
commentary
and
say
that
we're
going
to
have
reports
coming
in
in
June
and
probably
an
interim
one,
September
November
and
then
the
final
one
this
time
next
year.
So
you
will
get
that
feel
I
guess
for
whether
we
feel
those
issues
have
been
implemented
appropriately
and
the
proof
will
come
out
in
terms
of
the
you
know
whether
the
similar
level
of
issues
in
the
2122
audit,
thanks
hello,.
C
Yeah
check,
thank
you,
I'm,
referring
to
the
Grant
Thornton
report
on
page
16,
there
is
reference
to
adjustments
required
to
address
pension
liabilities
on
page
38.
Adjustments
required
to
address
issues
relating
to
PFI
I
just
wanted
to
seek
assurance
that
neither
of
those
have
any
implications
for
the
council's
revenue
budget
or
reserves,
and
then
just
an
observation,
page
16.
Sorry,
it's
not
page
16.
It
is
page
52
and
I
realize
that
this
is
a
and
draft
letter.
C
K
P
A
So
moving
on
to
the
recommendation
then-
and
does
the
committee
agree-
the
recommendation
is
set
out
in
the
report
to
a
members-
are
asked
to
receive
the
order
report
of
the
council's
external
audits
on
the
2021
account
and
to
know
that
there
are
expected
to
be
no
unadjusted
audit
differences
to
the
accounts.
B
members
are
asked
to
consider
the
updated
20
20
21
statement
of
accounts
and
to
approve
these
as
the
council's
final
Oddities
accounts
for
the
year.
A
The
committee
is
further
asked
to
authorize
the
chair
to
acknowledge
this
approval
on
behalf
of
the
committee
by
signing
the
appropriate
section
within
the
statement
of
responsibilities
on
page
one
of
the
accounts
and
see
on
the
basis
of
this
assurance
received,
the
cherries
are
asked
to
sign
the
management
representation.
Letters
on
behalf
of
the
corporate
governance
and
audit
committee
I
will
take
silence
as
a
yes.
A
E
Thank
you
very
much
chair
I
am
just
reminding
the
committee.
My
name
is
Andy
dobman
I'm,
the
chief
officer
for
HR.
What
you've
got
is
my
annual
report
to
this
committee,
which
Endeavors
to
provide
you
with
assurance
that
employment
conduct
is
properly
managed
and
that
our
policies
in
the
employment
domain
are
regularly
updated
and
reviewed.
E
We
shared
with
you
our
well-established
and
robust
mechanisms
that
we
have
in
place
for
reviewing
Consulting
and
engaging
our
key
stakeholders
on
the
content
of
our
employment
practice
and
our
policies
so,
for
example,
our
regular
dialogue.
We
have
with
our
elected
members,
particular
Deputy
leader
and
exec
member
for
resources.
A
lot
of
the
employment
activity
also
appears
at
scrutiny,
as
you'd
expect.
E
First
of
all,
like
most
employers,
we've
had
a
very
difficult
year
in
terms
of
operating
and
challenging
labor
market.
So
over
the
last
year,
or
so,
we've
focused
very
much
on
augmenting
and
reviewing
our
Recruitment
and
selection
policy
practices
and
toolkits
in
the
year.
We've
also
undertaken
a
grievance
practice
review,
which
was
done
independently
of
the
HR
team
at
the
start
of
the
calendar
year.
So
the
start
of
2022.
E
We
also
reviewed
and
refreshed
our
organizational
values
and
behaviors
and
we're
now
working
across
the
organization
to
ensure
that
they
are
appropriately
embedded
through
our
policies
and
our
procedures
and
I.
Guess
final
brief
comment
from
me
is
also
during
the
last
12
months,
the
kickstarted,
a
significant
leadership.
A
management
development
offer
focused
very
much
in
our
two
and
a
half
thousand
managers,
so
this
is
very
much
about
building
their
confidence
and
capability
and
understanding
our
employment
policies,
but
also
the
application
of
those
documents
and
policies.
E
C
Yeah,
okay,
thank
you.
It's
obviously
a
report
that
covers
very
comprehensive
area
and
it's
impossible
to
have
detail
of
everything,
and
there
are
some
links
to
various
other
documents
when
I
was
reading
through
the
documents
I
I
saw
that
there
was
a
an
accent
on
expectations
on
staff,
on
recruitment,
on
grievances,
on
values
and
behavior
on
leadership
and
management.
C
But
apart
from
the
use
of
the
word
well-being
in
one
or
two
contexts,
I
didn't
feel
that
it
necessarily
focused
on
the
role
as
an
employer
as
council's
role
as
an
employer
to
address
the
welfare
of
Staff,
because
I
think
we're
all
conscious
over
the
last
13
years
because
of
massive
government
Cuts
in
funding
that
we've
got
something
like
two
three:
two
thousand
eight
hundred
to
three
thousand
fewer
staff.
Invariably,
that
puts
pressure
on
the
remaining
staff
because
there
is
still
work
that
needs
to
be
done.
C
C
Just
wonder
whether
either
the
report
or
whether
this
committee
or
strategy
and
resources
scrutiny
are
actually
focusing
on
those
well-being
issues,
because
we
know,
for
example,
through
Recent
research,
that
the
NHS,
which
is
not
directly
comparable
with
the
council
in
in
all
respects,
actually
loses
more
staff
hours
or
has
lost
more
staff
hours
over
the
last
three
years.
As
a
result
of
stress
rather
than
covid,
which
you
know
I
think
is
kind
of
counter-intuitive.
So
it
is
to
ensure
that
we
do
put
up
front.
E
E
We
also
kick-started
this
year
with
a
new
mental
health
strategy
across
the
organization
which
Focus
very
much
on
promotion
of
mental
health,
trying
to
re-emphasize
towards
the
prevention
of
mental
ill
health
and
also
getting
the
right
support
to
the
right
people
at
the
right
time.
So
that's
a
lot
of
activity
in
train
two
and
probably
in
future.
The
report
could
tease
out
more
of
that
activity,
but
just
to
assure
the
committee,
it
is
very
much
at
the
heart
of
our
activity.
C
Just
coming
back
into
to
emphasize
that
we
need
to
ensure
a
lot
of
this
work
is
proactive
and
anticipates
the
pressures
on
staff
and
what
the
results
might
be.
It's
very
tempting
to
just
be
reactive
and
that's
the
point
which
you
intervene
once
the
problems
there
isn't
and
people
are
feeling
feeling
the
pressures.
Sorry
I
did
have
one
other
non-related
question,
but
obviously
I
got
off
on
the
obvious
and
I
forgot
to
ask
it,
and
it's
on
page
one,
two
three
and
it's
the
referencing
paragraph
73
to
benchmarking
opportunities.
C
E
Yeah,
thank
you
just
going
back
to
the
health
and
well
BMP.
So
this
issue
about
staff
burnout
and
the
well-being
piece
was
part
of
the
outcome
from
the
LGA
peer
review,
which
took
place
in
November
of
last
year.
So
there's
going
to
be
some
very
specific
actions
for
us
to
pick
up
in
any
event,
so
so
we're
hoping
that
we'll
be
able
to
address
that
issue
just
in
terms
of
benchmarking,
absolutely
we're
very
mindful
of
that.
So
there's
a
whole
diff
a
whole
range
of
different
things
that
we
could
Benchmark.
E
So
there's
some
of
the
Fairly
obvious
employment
related
indicators
that
we
can
look
at
in
terms
of
our
ability
say
to
recruit
and
retain
our
Workforce.
But
equally
you
mentioned
about
Health
in
the
workplace,
so
things
absence
turn
over
those
types
of
metrics,
so
there's
a
whole
suite
and
at
the
moment
what
we're
doing
is
working
with
some
of
the
partners
to
to
really
get
better
at
analyzing
that
Benchmark.
So,
for
example,
we
do
engage
with
the
LGA,
which
is
a
good
source
of
information.
So
we
can
compare
ourselves
levels.
E
I
spend
a
fair
bit
of
time
with
the
course
cities
group,
because
they're
more
comparable
types
of
organizations
to
ourselves.
So
we
do
share
quite
a
lot
of
information.
We
also
show,
geographically
so
with
our
district
local
authorities,
there's
quite
a
good
access
to
information
that
we
we
can
share,
and
then
we
can
Benchmark
and
also
one
of
the
other
areas
of
interest
for
us
is
looking
particularly
within
the
city.
D
Right
not
only
have
you
got
one,
but
you've
got
three
party
Armed
Forces
champions
in
the
room,
councilor
Almas
and
obviously
councilor
Flynn
and
myself.
So
this
is
by
way
of
a
a
thank
you,
because
we
have
now
embedded
into
our
work.
We
have
the
silver
Covenant
and
we're
obviously
going
to
go
for
gold
either
this
year
or
next
year.
So
a
big
thank
you
for
embedding
the
the
training
days
and
and
all
the
requirements
into
what
you
do
I
understand.
D
It's
guaranteed
interviews
and
feedback
for
armed
forces
Personnel
who
want
to
apply
for
jobs
all
their
transferable
skills
actually
are
fantastic.
So
hopefully
that
will
continue
for
a
long
time
and
put
out
a
plea:
we
have
some
of
the
most
fantastic
staff
networks
and
we're
hoping
that
going
forward
that
we
can
develop
a
staff
Network
for
reservists
that
we
have
within
the
authority
and
also
a
civilian
trainers
who
work
so
hard
with
our
young
people,
the
cadets
and
and
so
on.
But
it's
just
a
big
thank
you
and
long
may.
E
A
Just
a
question
from
me,
and
it's
kind
of
it
links
into
the
well-being,
stuff
and
stuff
burnout
Etc,
and
it's
around
the
consistency
of
Performance
Management,
which
is
probably
not
always
the
most
popular
topic
to
discuss,
but
for
an
organization
of
our
size
and
certainly
thinking
about
the
well-being
discussion.
You
know
where
some
staff
are
maybe
struggling
or
need
support
to
be
able
to
complete
their
functions.
A
That
has
an
impact
on
the
wider
organization
and
the
well-being
of
others
and
there's
always
been
a
feeling
from
from
from
some
members
that
the
consistency
of
performance
and
management
across
the
organization
is
a
little
bit
not
there.
So
what
Assurance
do
we
have
in
terms
of
how
we're
actually,
as
part
of
an
integrated
strategy
looking
after
people's
well-being,
Etc
making
sure
we're
getting
the
best
out
of
the
staff
that
we
have
a
consistent
and
appropriate
Performance
Management
process
across
the
entire
entirety
of
the
council,
because
it
doesn't
feel
like
we
always
do?
A
E
Yeah,
thank
you
chair.
It
is
a
key
issue
and
it
is
important
to
have
two
things.
I
think.
The
first
thing
is
a
robust
policy
and
procedural
framework
and
a
toolkit
so
when
individuals
are
under
pressure
or
challenging
their
role
that
there's
an
appropriate
mechanism
to
work
through
that.
The
second
bit,
which
is
a
perhaps
the
hardest
bit,
is
more
about
the
application
of
those
policies
and
procedures
and
with
so
many
managers,
I
mentioned
earlier.
The
two
and
a
half
files
and
managers
we've
got.
E
Then
the
key
task
for
us
is
to
ensure
that
they
are
appropriately
trained
and
skilled,
so
they
are
in
a
best
place
to
support
their
staff,
and
we
do
feel
that
we
have
got
a
pretty
robust
approach
as
well
as
that
formal
policy
and
procedures.
We
do
try
to
emphasize
the
more
informal
and
that
preventative
approach
to
Performance
Management.
So,
as
you
know,
we've
gone
quite
large
as
an
organization
on
that
one-to-one
supporting
supervision.
E
We
play
a
big
role
in
terms
of
the
management
of
appraisals
and
we
have
a
very
large
compliance
rates
of
appraisals
across
the
organization
and
we
also
have
mechanisms
like
mediation.
The
consultation
engagement
we
have
with
our
trade
unions
over
individual
cases,
so
the
whole
Suite
of
different
interventions,
and
it's
always
our
preference
that
they,
those
problems
that
you've
described,
are
managed
through
those
more
informal
routes
without
accessing
those
more
formal
processes.
E
Saying
all
of
that.
You
are
right
about
the
application
of
that
mechanism,
because
we're
so
big
and
so
diverse,
and
that's
really
one
of
the
reasons
why
we
kick-started
the
leadership
and
management
development
program.
Mid-Year
last
year
called
be
your
best,
and
part
of
that
program
is
specifically
designed
to
support
our
managers
on
supporting
them.
E
I
guess,
with
those
perhaps
tricky
conversations
conversations
managers
may
not
like
to
have
with
staff,
particularly
when
people
find
themselves
in
in
difficulties
and
with
challenges,
so
we're
doing
a
lot
of
support
for
our
new
managers,
our
aspiring
managers,
but
also
more
experienced
managers
supporting
guiding
them
through.
Some
of
that
that's
work
in
progress
because
there's
a
lot
of
people
to
support
a
lot
of
people
to
train
but
I
think
we've
now
got
that
framework
in
place
and
I.
A
So,
just
a
couple,
quick
follow-up
questions
for
me
and
obviously
appreciate
the
inform
of
it.
How
many
people
in
the
council
are
currently
on
the
Performance,
Management,
Pro,
Pro,
formal
of
of
any
sort,
because
obviously
we're
a
very
large
organization
and
I,
and
now
we
comparable
to
other
organizations
of
a
similar
scale
and
how
long
is
a
piece
of
string
at
what
point?
Do
you
go
from
informal
to
formal?
A
Because
again
we
want
to
support
our
staff
absolutely
for
well-being
reasons,
but
again,
if,
if
there's
an
impact
on
the
wider
staff
body,
because
people
are
not
performing
that
creates
problems
and
well-being
for
other
people,
so
it
it's
great
that
we're
having
a
very
informal
process.
But
at
what
point
does
that
become
formal?
And
at
what
point
does
someone
understand
that?
A
E
Thank
you
Chad
in
terms
of
the
numbers
first,
so
we
have
around
seven
to
ten
members
of
Staff
through
formal
processes.
At
the
moment,
there's
the
same
number
again
who
are
accessing
a
different
procedure
because,
as
you
can
expect,
some
individuals
will
have
ill
health
issues
as
well
as
performance
issues,
possibly
also
misconduct
issues.
So
they
will
be
part
of
that
performance
approach,
but
maybe
through
a
different
process
and
there's
around
three
or
four
times
more
cases
that
we're
aware
of
that
are
being
addressed
for
those
more
informal
mechanisms
that
I
mentioned
earlier.
E
Your
second
question,
just
in
terms
of
that
sort
of
at
what
point
do
they
move
from
that
informality
to
formality
or
equally,
as
I
said
earlier,
there
may
move
from
one
process
to
another,
because
that
is
also
quite
frequent.
The
policies
that
I've
referenced
do
give
some
support
and
guidance
to
that.
So
there
is
a
framework
that
gives
some
clarity
to
managers
in
terms
of
when
it's
appropriate
But.
E
Ultimately,
it
is
a
managerial
judgment
about
at
what
point
do
you
keep
managing
something
through
an
informal
route,
and
when
do
you
seek
escalation,
and
that's
really
what
the
HR
business
partnering
team
is
there
to
do?
So
they
will
give
the
professional
advice
to
managers
in
terms
of
at
what
point,
may
you
trigger
formality
or
equally,
at
what
point?
May
you
trigger
a
different
process
or
equally?
Is
there
an
alternative
solution?
E
Someone
from
a
try
to
get
better
at
is
I
think
you
mentioned
it
earlier
about
individuals
struggling
in
their
role,
just
because
they're
always
at
quite
the
right
fit
for
them,
because
perhaps
as
a
skills
Gap
and
what
we've
got
better
at
over
the
last
year
or
so
is
flexibly
deploying
people
into
alternative
roles,
which
is
a
better
outcome
than
it
is
taking
people
through
quite
a
long,
complicated
process.
So
we're
always
trying
to
to
look
at
those
different
options,
but
hopefully
that
gives
you
a
a
little
bit
of
clarity.
A
It
makes
it
sound
like
it's
an
auditing
nightmare
because
there's
no
rigidity
to
it
and
actually
from
an
auditing
perspective.
How
do
you
audit
something
and
we're
here
to
assurance
and
I'm
assured
that
the
council
is
putting
its
staff
front
and
foremost,
because
we're
prioritizing
informality
and
support,
but
from
an
assurance
point
of
view
for
an
organization
of
our
size
and
our
spend
and
our
impact
on
the
lives
of
the
people
of
this
city?
To
hear
that,
basically,
there's
not
a
lot
of
people
on
on
formal
Performance
Management.
A
E
A
difficult
one
to
answer,
because
most
organizations
wouldn't
share
that,
but
also
most
organizations
in
the
framework
I've
described,
will
report
in
a
different
way
too,
because
there
is
that
slight
uncertainty
about
when
is
something
formal
versus
informal
or
equally,
when
you're
trying
to
find
a
remeditative
solution.
So,
for
example,
if
you
do
have
some
particular
challenges
with
individuals,
you
may
be
going
through
a
mediation
route.
E
Do
you
describe
a
mediation
route
as
a
formal
intervention
that
you
can
capture
and
Report
or
actually
is
the
mediation
more
informal
to
try
to
find
a
quick
remedy?
So
when
comparing
is
tricky
because
each
employer
will
probably
come
at
this
in
a
slightly
different
way
and
therefore
it
I
accept,
it
is
hard
for
us
to
compare
and
contrast
between
ourselves
and
others.
E
I
think.
The
key
thing
that
we
do
try
to
measure
is
some
of
the
metrics
that
we
mentioned
earlier
in
terms
of
the
the
levels
of
commitment
and
engagement
that
I
work
Force
have
across
the
organization,
their
sense
of
health
and
well-being
across
the
organization
and
equally,
some
of
the
metrics
that
we
look
at
is
their
relationship
with
their
manager,
which
we're
capturing
the
staff
surveys.
We
think
that's
a
pretty
good
indicator
as
to
how
those
relationships
between
members
of
staff
and
the
employer
feels
across
our
services.
A
I
think
you'll
be
coming
back
before
your
next
annual
report,
if
I'm
honest,
because
I
think
we
need
more
Assurance
around
how
the
most
important
resource
we
have
in
this
Authority,
which
is
our
people,
are
managed
and
I
have
to
be
really
honest.
Your
answer
does
not
give
me
assurance,
and
so
you
will
be
coming
back
to
this
body
sometime
earlier
than
than
your
normal
schedule,
but
we'll
pick
that
up
outside
of
the
meeting.
A
The
further
questions
or
comments
nope
so
moving
to
the
recommendation,
then,
does
the
committee
agree
with
recommendation
set
out
industry
part
to
receive
the
report
and
the
attached
appendix
one
to
gather
providing
key
forms
of
assurance?
With
the
caveats
I've
just
raised
on
the
robustness
of
the
council's
employment
policies
and
employment
contracts,
I
will
take
silence
as
a
yes.
B
Okay,
yes,
this
is
the
last
time
you
get
to
see
the
work
program
for
this
Municipal
year.
So
there's
there's
one
meeting
left
at
the
next
meeting.
I
will
be
producing
the
proposed
work
program
for
the
23-24
municipal
year.
If
anybody
has
anything
that
they
would
like
to
see
on
that
work
program,
any
suggestions,
if
you
can
let
me
know
then
I-
can
have
that
full
discussion
with
the
chair
when
I
put
the
proposal
together
ready
for
your
discussion.
I
will
also
be
bringing
the
proposed
development
plan
for
committee
to
support
that
work
program.