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From YouTube: Audit Committee – October 27, 2016
Description
Audit Committee meeting – October 27, 2016 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
There
we
go
good
morning.
Everybody
were
just
we're
going
to
start
here
now
we
have
one
member
councilman
and
is
not
available
today.
The
other
two
missing
members
are
councillor
Wilkinson
and
councillor
Alison
Terry,
who
advised
us
they
will
be
late
for
the
meeting,
but
the
clerk's
office
assures
us.
We
can
go
ahead
with
the
bill
form
that
we
have
so
welcome
to
the
meeting
of
our
Audit
Committee
for
Thursday,
the
27th
of
October
2016,
any
declarations
of
interests
from
committee
members
no
see
none.
Thank
you
and
confirmation
of
the
regular
minutes
of
the
eighth.
A
All
minutes
number
eight
story
of
the
June
20th
meeting.
Are
these
minutes
confirmed
the
Chancellor
from
your
good
confirm?
Thank
you,
gentlemen.
The
there's
also
confidential
minutes.
There
are
the
same
meeting
they've
been
distributed
to
you
a
number
or
please
ensure
that
you
return
these
envelopes
to
the
coordinator
by
the
end
of
the
meeting
and
if
you
have
any
concerns
with
them.
A
So
let's
just
jump
into
the
agenda
item
number
one
is
the
status
update
for
the
audit
committee
inquiries,
emotions
for
the
period
of
the
14th
of
October
2016
I
have
a
question
before
I
asked.
If
that's
received
I'd
like
to
ask
mr.
auto
general
for
an
update
on
to
do
with
the
whether
or
not
we
can
look
at
the
registry
for
social
housing,
Thank
You,
mr.
A
chair,
the,
as
you
know,
we'll
be
coming
back
to
the
outer
committee,
the
end
of
November,
beginning
in
December,
with
their
annual
work
plan,
and
our
in
intent
is
to
have
an
answer
specifically
as
to
whether
or
not
we'll
be
looking
at
the
registry.
There's
still
a
little
bit
of
research
that
I'm
willing
to
complete
waiting
for
information
and
I
expect
that
that
will
be
done
before
we
come
forward
with
our
annual
work
plan.
Excellent
news.
Thank
you,
sir.
A
A
Vice
chair
culture,
if
you'd
like
to
read
the
motion
Thank
You
chair,
whereas
the
supporting
documentation,
titled
office
of
the
Auditor
General
report
on
audit
follow-ups
and
detailed
audit
follow-up
reports,
therefore
be
it
resolved
that
the
audit
committee
approved
the
addition
of
this
document
for
consideration
by
the
committee
of
today's
meeting
pursuant
to
section
89
three
of
the
procedures
by
lobbying,
bylaw
2014
for
for
one
so
small
from
carried.
Thank
you
very
much.
Mr.
Hughes,
your
presentation.
Are
you
ready,
Thank
You,
mr.
A
chairman,
unless
you
Monsieur
president
I'm
sure
they
see
dollar
mortgage
committee
good
morning,
mr.
chair
and
members
of
the
committee
I'd
like
to
begin
by
introducing
the
office
of
the
Auditor
General
Staff
to
my
left,
is
an
executive
assistant
and
this
to
the
two
deputy
out
of
the
generous
on
the
Berman
and
ad
minor
seated
behind
us.
We
have
three
senior
auditor
Susan,
Bertram,
Louise,
Prue
and
Vivian
K.
A
A
A
Thus
we
develop
a
gas
show,
a
social
issues
of
the
sujud,
the
receptor
committee,
usually
the
the
office
of
the
auto
general
favor,
the
best
practices
in
the
international
auto
community
by
including
the
practice
of
auto
follow-ups
and
now
the
auto
process
has
four
distinct
phases:
the
planning
phase
and
the
fieldwork
phase,
the
reporting
phase
and
the
follow-up
phase.
The
favorite
phase
is
where
those
are
in
the
field.
Looking
at
the
work
of
the
department
and,
of
course,
the
final
things
in
the
week,
the
phone
work
face
is
what
we're
here
today.
A
The
office
of
the
Auditor
diode
conducts
audit
Phillips
on
the
audits
after
we've
allowed
enough
time
for
the
department
to
take
appropriate
action,
didn't
invent
the
ER
the
recommendations
that
generally
means
that
we
wait
about
two
to
three
years
after
the
audit
is
completed.
Our
work
and
the
fire
battered
ensures
that
the
required
measures
that
were
promised
by
management
and
approved
by
council
have
been
implemented.
A
Someone
might
ask:
what's
the
difference
between
an
audit
alert
and
the
follow-up
role,
the
audits
themselves,
improve
management
practices
will
look
for
operational
efficiencies,
and
then
we
can
five
possible
economies
and
even
more
more
so
when
we
can,
we
can
quantify
those
economies.
The
difference
is
that
the
art
of
follow
up,
identifies
management's
progress
on
the
implementation
of
those
recommendations,
the
otic
follow-up
and
the
presentation.
Today,
it's
not
intended
to
provide
an
assessment
of
each
individual
recommendation.
We
did
that
when
we
presented.
A
The
initial
report
to
the
committee
some
years
ago
represents
our
overall
evaluation
of
progress
made
to
date
across
all
completely
audits.
Should
the
members
of
the
committee
or
Council
wish
to
have
a
more
detailed
discussion
of
specific
thoughts.
Our
staff
are
available
to
do
so
unless
we
ve
sold
a
Suja
but
a
survey
or
should
we
so
the
verification
they
sought
to
the
DaSilva
said
that
content
verification
they
felt
they
could
have
the
municipal
perfect,
a
challenge
to
process
you
devalue,
SEO,
the.
A
So
I
can
say-
and
it
isn't
it
isn't
always
the
case
when,
when
we
come
to
the
committee
to
talk
about
Phillips,
but
we
can
say
that
the
has
addressed
significant.
All
of
the
issues
that
were
raised
in
the
audits
to
improve
the
practices
it
to
us
demonstrates
that
management
is
certainly
committed
to
the
process.
A
Thank
you
can
like
talk
with
the
for
a
moment
here.
The
audit
of
the
clients
service
center
and
our
follow
up
on
that.
The
2012
audit
of
client
service
center
covered
a
number
of
areas
and
made
17
recommendations.
They
included
streamlining
operations
carrying
out
a
risk
assessment
and
improving
cash
handling.
Procedures
are
for
found
that
management
has
made
good
progress
in
implementing
the
recommendations
from
the
original
audit.
A
Implementation
of
15
of
the
17
recommendations
made
in
the
audit
was
assessed
as
being
either
substantially
complete
or
complete.
These
included
four
recommendations
related
to
improving
the
efficiency
of
operations.
However,
we
did
find
that
improvements
continue
to
be
required
in
order
to
provide
security
and
accountability
around
cash
and
other
valuable
assets.
The
two
partially
implemented
recommendations
relate
to
complying
with
the
cash
handling
policy
and
the
management
of
inventory
items
such
as
marriage
license
forms.
A
The
original
audit
of
corporate
credit
cards
conducted
in
2012
was
a
this
program
was
established
as
a
cost-effective
method
of
paying
for
low
dollar
value
purchases,
while
maintaining
acceptable
levels
of
control
and
accountability.
A
wall
was
found
at
the
time
of
the
audit
that
the
program
was
well
administered
and
supported
by
finance.
A
13
recommendations
were
made
and
accepted
by
management,
including
improving
the
accuracy
of
tax
coding,
ensuring
that
deactivated,
contra
or
deactivated
promptly
when
employees
left
the
organization
and
expanding
the
use
of
credit
cards
in
lieu
of
cheques
or
petty
cash
to
take
advantage
of
savings.
A
follow
up
found
the
management
made
good
progress
in
implementing
the
recommendations.
12
of
the
13
recommendations
were
assessed
as
substantially
complete
or
complete.
A
A
In
2012,
we
audited
the
Ontario
Works
eligibility
assessment
process.
Ontario
works
as
a
provincial
social
assistance
program
delivered
by
the
city
on
a
cost
shared
basis.
At
the
time
of
the
audit,
the
provinces
share
of
most
program
expenditures
was
80
percent
and
it's
increased
since
then.
The
original
audit
made
18
recommendations.
A
These
included
improving
the
documentation
of
eligibility
decisions
taken
by
staff,
analyzing
opportunities
to
reduce
the
number
of
FTEs,
improving
efficiency
through
the
better
use
of
a
provincial
system,
SD
MT
and
its
planned
replacement
as
Sams
when
the
original
audit
was
undertaken,
city
staff
were
using
SD
MT
to
deliver
Ontario
Works
between
the
original
audit
and
the
the
province
replaced
SDM
tea
with
Sam's.
As
you
likely
know,
the
provincial
implementation
of
Sam's
did
not
go
well.
This
impacted
our
follow-up
in
two
ways.
A
First,
some
of
the
functionality
that
we
had
recommended
the
city
to
take
advantage
of
was
not
there
in
the
Sam
system
and
second,
in
order
to
reduce
the
increased
workload
associated
with
the
system.
The
province
instructed
delivery
agents
such
as
a
city
to
stop
carrying
out
a
number
of
procedures,
including
some
internal
controls
for
our
purposes.
A
When
management
took
action
to
implement
the
recommendations
we
had
made
in
the
SDM
tea
environment,
but
they
were
unable
to
do
so
as
well
in
the
Sam's
environment
because
they
were
using
are
instructed
not
to
or
they're
using
temporary
pursuit
workaround
procedures.
We
assess
those
recommendations
as
being
complete,
together
with
other
non
system
that
related
recommendations.
This
resulted
in
14
of
the
18
recommendations
being
assessed
as
substantially
or
fully
completed.
A
A
Issue
you
solve
a
practical
example
and
a
certain
animal
portal
process.
You
do
a
verification,
they
see
a
vehicle,
the
direction
approval
of
Gaza.
In
conclusion,
mr.
chair
part
of
also
a
best
practice-
and
it's
an
important
part
of
the
other
process
here
at
at
the
City
of
Ottawa
and
management,
is
committed
to
implementing
Council,
approve
recommendations
and
we're
certainly
pleased
with
the
with
the
progress
at
this
point,
I'd
like
to
acknowledge
the
appreciation
and
continued
cooperation
that
appreciation
of
the
continued
cooperation
that
will
receive
from
the
city
manager,
managers
and
staff
Thank
You.
Mr.
A
chair.
That
concludes
our
presentation.
Thank
you
very
much.
Mr.
Allen,
we
appreciate
it
and
now
we'll
go
to
questions,
also
appreciate
the
work
of
your
Oddity
caps
or
gurus
Thank
You
mr.
chair
to
you,
and
thank
you
very
much
for
the
report
this
morning.
I
have
a
few
questions.
One
of
them
is
mr.
Hugh
mentioned
in
order
to
not
recommended
closing
some
centers
and
saving
of
820
for
some
thousand
dollar
per
year,
as
that
was
done.
A
The
original
audit
did
recommend
analyzing
the
workload
and
consider
causing
a
number
of
centers
management,
decided
to
keep
all
the
centers
open,
but
what
they
did
was
they
reassigned
some
staff
and
they
assigned
other
tasks
to
the
staff
working
in
those
centers
to
more
fully
utilize
their
their
time.
So
all
of
the
centers
did
remain
open,
they'd
remain
open
and
we
still
looking
into
the
saving
or
did
I
miss
your
answer.
A
A
A
These
methods,
so
we
can
have
a
lot
saving
mr.
chair
through
the
counselor,
is
the
in
the
follow
up.
We
saw
that
the
actions
of
the
the
fire
department
started
a
program
to
encourage
expanding
the
use
of
the
cards.
We
did
see
that
they
had
made.
They
had
monitored
and
measured
measured
this
progress
and
they
were
making
some
progress
in
terms
of
increasing
the
the
use
of
the
cards
management
could
perhaps
provide
an
update
to
that.
A
A
Is
really
nearly
su
tienda?
The
patent
area
dawned
on
the
set
of
even
my
lord
are
clearly
defective:
polylepis
on
elderly
liberals,
village,
cattle
general
will
be
ng,
April,
potentially
preparedness,
city
font
level,
a
a
leaf
on
no
no
Calibri
habla
talk
message:
what
have
I
and
the
Thank
You
mr.
city
manager,
and
all
your
staff
for
their
their
cooperation
with
the
Auditor
General.
A
It's
a
couple
of
questions
on
the
third
part
of
the
audit
for
that
the
Sam's,
the
Sam's
issue,
which
which
I
recognize
is
a
complex
in
the
in
an
audit
environment
and
the
Ontario
Works
you,
you
said
that
you,
you
might
go
back
to
review
the
Ontario
Works
eligibility
again
and
when
Sam
is,
is
more
functional,
more
normalized.
If
you
will,
usually
you
don't
do
that?
What?
Why
are
you
doing
it
this
time
in
this
audit
follow-up?
A
Why
did
I
read
that
you,
you
might
go
back
and
and
do
another
follow-up
or
thank
you
chair,
the
Ontario
Works
Sam's
implementation
until
a
government,
Sam's
implementation
created
a
number
of
challenges
for
the
city
and
as
part
of
that,
there
were
a
number
of
what
we
saw
as
key
controls
that
were
suspended.
For
example,
there
are
they
used
to
be
called
participation
agreements
where
the
recipient
set
out
there
for
their
plan
for
getting
off
of
Oh
W,
and
there
were
since
been
renamed
to
called
outcome
plans
and
as
part
of
the
Sam's
implementation.
A
The
decision
was
taken
that,
when
these
expired,
they
didn't
have
to
be
renewed.
So
it's
an
example
of
what
we
saw
as
some.
Some
key
controls
were
required
for
their
for
the
eligibility
process
that
were
temporarily
suspended.
So
as
such,
it
was
very
difficult
to
know
for
sure
how
how
it
was
going
to
be
working
in
the
future.
So
the
idea
once
things
had
normalized
and
they
were
back
to
implementing
the
full
suite
of
controls.
That
would
be
an
appropriate
time
to
come
back
and
visit
again.
What
do
you
think
the
timeline
is
for
that?
A
Can
you
give
us
any
idea
on
I
would
have
to
defer
to
management,
to
tell
you
the
truth,
this
for
the
exact
status
of
these,
it's
been
a
it's
been
a
bit
since
we
were
in
doing
our
field
work
on
follow
up.
Okay,
just
follow-up
to
that.
Sam
was
implemented
about
two
years
ago
and
Ontario
Works
is
the
delivery,
is
in
a
temporary
State
I
think
so
let
me
ask
the
question:
you
know
how
long
does
that
temporary
state
last.
A
Well,
we
we
conducted
of
our
fieldwork
for
the
follow-up
in
November,
2015
and
you'll
notice.
We
have
management's
most
recent
assessment
of
the
completion
of
the
implementation
status
on
the
recommendations
and
that
says
of
September
2016.
So
in
their
view,
the
implementation
statuses
are
further
along,
so
it
I'm
not
sure,
because
we
haven't
been
in
that
well
I'm,
not
sure
exactly
where
they
stand.
As
far
as
going
to
more
permanent.
A
Mr.
chair
I
think
whatever
that
process
would
be.
First
of
all,
this
has
not
happened
to
my
knowledge
before,
but
in
instances
like
this,
it
makes
sense
that
we
lose
with
management
to
find
out
what
operations
have
have
returned
to
man
to
operate
in
that
normal
environment
for
a
reasonable
period,
certainly
years
a
reasonable
period,
and
then
we
would
go
in
and
complete
what
we
think
are
the
most
important
parts
of
them.
A
We
were
able
to
do
so
once
we've
determined
that
things
are
back
to
normal
and
that
that
they've
had
a
reasonable
time,
certainly
at
least
12
months
top
rate
within
normal
operations.
Then
we
would
return
for
that.
For
that
follow-up
this
might
be
to
city
staff.
Getting
to
that
state
of
normalcy.
As
we're
talking
is
that
in
our
hands
or
is
that
in
the
provincial
governments
hands
because
I
know
it's
it's
their
software
they
rolled
it
out.
Are
we
waiting
for
them
to
provide
updates
to
the
software,
or
is
it
an
internal.
A
Morning,
I'm
James
Brown
I'm,
the
general
manager
of
social
services,
communal
services,
the
the
provinces
advised
us
that
it's
a
two-year
work
plan
we're
doing
fixes
as
we
speak,
we
did
156
in
July
there's
another
role
that
this
happening
in
November
they're,
saying
that
the
work
plan
will
continue
until
December,
2017
and
I
have
no
doubt
that
it'll
be
reviewed.
You
know
during
that
time
as
well.
They
the
province
the
province.
Yes,
okay,
you
said
156
fixes
and
changes
in
July.
A
It
just
says,
for
example,
the
software
that's
right
and
there's
going
to
be
more
changes
rolled
out
in
November,
and
that
will
continue
until
such
time
as
they
feel
all
the
fixes
are
completed,
and
at
this
point
the
projection
is
December:
2017,
okay,
okay,
thank
you,
Thank
You
chair.
Thank
you
very
much
councillor
coach,
a
couple
questions
from
from
me.
A
If
I
may,
the
castle
guru
saluted
to
some
of
the
items
that
were
not
completed
like
sorry
struggling
for
wheelchair
at
the
start
of
your
report
on
the
summary
and
the
assessment
of
overall
progress
made
to
date,
there
was
three
items
that
showed
little
to
no
action.
It's
I
think
it's
a
very
good
thing
that
almost
all
of
them
are
either
complete
or
substantially
complete,
but
I
think
it's
I'd
like
to
ask
the
question
of
both
those
three
and
I
believe
they
are
related
to
the
audit
of
the
works
one.
A
If
I'm
correct
and
in
your
answer,
like
you,
also
to
address
the
point
that
councillor
de
Roos
was
going
to
about.
Sometimes
there's
a
show
things
not
quite
complete
yet,
and
it's
because
that's
a
point
in
time
that
you
went
in
to
look
but
by
the
time
we're
here
a
committee
they
could
be
further
along.
If
you
don't
mind,
thank
you,
Thank
You,
chair.
A
The
three
recommendations
that
we
had
assessed
as
having
no
action
taken
on
it
had
to
do
were
all
related
to
to
the
use
of
Sam's.
There
was
a
use
of
Sam's
to
improve
case
management.
There
was
looking
at
improved
efficiency
with
the
Sam
system
to
reduce
the
number
of
FTEs,
and
there
was
the
use
of
sand
to
reduce
a
spreadsheet
that
was
being
used
to
Montu
for
reporting
on
the
eligibility
review
program.
A
So
in
September
of
2016,
we
asked
management
for
their
latest
status
on
that
and
the
response
that
came
back
was
these
items
were
in
their
mind,
fully
complete,
because
the
system
in
there
in
the
foreseeable
future,
was
not
going
to
be
getting
any
better
and
the
functionality
that
we
had
suggested
that
they
use
and
the
FT
improvements
we're
not
going
to
materialize
anytime
soon.
So
that's
why
in
2015
we
had
we,
we
saw
that
and
we
saw
there
was
no
action
of
2016.
A
A
A
Thank
You
mr.
chair,
yes,
it.
It
would
be
correct
to
say
that
that
this
report
and
the
associated
follow-up
I
covered
some
of
the
same
issues
that
were
addressed
in
that
fraud
and
waste
review
that
was
provided
in
June.
Thank
you,
the
issue
being
rectified.
In
your
opinion,
we
will
go
back
to
confirm
the
implementation
of
the
corrective
actions
taken
in
the
client
service
center,
but
management
has
indicated
that
that
they
have
been
rectified.
A
A
Sharyl,
a
couple
of
other
issues
and
the
office
of
the
Auditor
General
with
management,
have
have
investigated
those
issues
and
will
report
out
on
those
settle
a
due
date.
Yeah.
Thank
you
very
much,
I'd
like
to
the
city
manager
an
opportunity
to
comment
on
this
too
and
I
want
to
thank
you,
mr.
Gannicus,
for
the
attention
that
you've
given
this
issue
since
you've
come
back
to
the
city
and
congratulate
you
on
the
progress
that's
already
being
made
on
this.
Given
everything
else
that
you've
gone
on
the
goal,
would
you
like
to
comment
as
well?
A
Thank
You
mr.
show
yeah
the
obviously
the
Sam's
issue
is
is
something
outside
of
management's
control
and
I
think
it
will
be
addressed
and
I'm
happy
that
they'll
go
back
and
take
a
look
at
it.
I
think
that
that
is
that
is
necessary
on
the
cash
handling.
As
we
heard
from
director
Greenfield,
all
the
recommendations
have
now
been
implemented
and,
of
course,
management
now
has
a
responsibility
to
ensure
that
those
recommendations,
procedures
are
followed
by
staff
and,
if
they're,
not
we're
addressing
them
immediately.
A
A
But
I
can
assure
you
that
the
procedures
are
now
in
place
and
in
fact
our
finance
department,
I,
believe
read
through
our
deputy
treasurer,
is
doing
a
broader
review
over
cash
handling
policies
across
the
corporation
to
ensure
that
all
staff
who
have
no
cash
or
aware
what
the
policies
of
procedures
and
the
responsibilities
are
for
cash,
so
I
think
we
made
great
progress
on
this
and
and
management's
doing
their
due
diligence
and
and
hold
accountable
now.
Thank
you
very
much,
sir
mr.
A
A
Okay,
I'm,
the
other
business
I
do
have
a
couple
items.
Does
anybody
else
have
anything
else
on
the
other
business
just
notice
to
the
committee
that
the
in
the
mid
term
governance
report
coming
forward
to
that
call
next
week,
there's
no
recommended
changes
to
the
audit
committee
I
believe
we
as
committee
members,
all
agree
with
that,
but
just
for
notice,
that's
in
there.
The
other
item
would
be
a
question
to
mr.
Kane
Marcus.
If
I
may,
can
you
update
the
Committee
on
the
subject
of
follow
ups?
A
A
Thank
you
very
much
and
if
you
could
please
pass
on
the
message
that
we
don't
want
to
make
this
an
annual
thing
asking
for
updates
we'd
like
to
get
this
settled
councillor
de
Roos.
Thank
you
mr.
chair
and
through
Thank
You
mr.
kind
of
locks
on
your
hard
work
on
that
file,
but
I
understand
through
the
process
and
I
know
it
within
what
you
can
reveal
to
us.
A
But
do
you
have
a
timeframe
like
this
issue's
been
taking
so
long
and
it's
been
really
patient
he's
been
waiting
and
us
as
a
city
council
and
accountable
for
this
file?
We're
beginning
like
it
started
at
two
years
ago
than
we
were
supposed
to
have
something
for
last
February
I
know
that
is
it's
been
lots
of
back
and
forth,
but
just
a
highlight
of
what's
going
on
and
I
know
your
expertise
or
the
negotiation
with
the
new
company?
Do
you
think
anytime
soon?
A
A
Anyway
answer
the
question
is:
if
we're
successful
in
the
discussions
were
having
at
the
table
with
their
new
executive,
if
we
don't,
there
still
is
outstanding
litigation
and
anytime
we're
in
litigation
as
I
say,
solicitor
will
tell
you,
you
know
that
all
bets
are
off
in
terms
of
timelines,
because
that
goes
back
and
forth.
You
know
I'm
hoping
we
can
get
a
resolution.
I
know
they
are
giving
their
best
efforts
to
do
that.
We
are
having
it's
a
very
different
climate
compared
to
the
the
former
ownership.
A
I
can
tell
you
that
they
are
bringing
back
proposals
they're.
Some
of
the
complication
is,
you
know,
because
they're
based
in
London
England,
they
have
to
go
back
and
forth
and
there's
some
time
delays
there
in
terms
of
when
he's
back
in
Canada
and
and
all
that,
but
we
were
making
best
efforts
to
try
and
and
have
a
productive
discussions.
So
a
time
frame,
I'm
and
I
don't
want
to
put
a
timeframe
on
it
because,
because,
if
it
breaks
down,
I'll
update
council
it'll
go
longer.
A
But
you
know,
I
do
see
a
light
at
the
end
of
the
tunnel
in
terms
of
whether
a
path
goes.
Legal
or
a
path
comes
back
to
a
proposal
for
Council.
Thank
you,
Steve
that
can
cause
a
ruse,
Vice
Chair
approach,
a
thank
you
that
update
mr.
city
manager
and
so
have
all
the
items
that
were
subject
of
litigation
all
been
put
in
abeyance
and
all
subject
to
to
discussion
and
negotiation.
There
is
no
there's,
no
legal
proceedings
going
on
at
this
time.
A
Now,
as
a
chair
there,
one
was
the
number
of
standing
issues.
My
preference
will
be
that
I
don't
disclose
that
in
public
at
this
point,
because
the
discussions
are
sensitive
and
III
want
to
have
a
spec
for
the
other
party
in
terms
of
what
they
need
to
do
to
be
able
to
bring
back
proposal
sort
of
satisfactory
to
the
city.
Okay,
thank
you,
yeah,
bye,
sir,
can
we
know
the
questions?
Can
we
confirm
the
confidential
minutes
that
was
circulated
earlier
everybody,
okay
with
us?
Okay,
thank
you.
A
Meeting
adjourned,
we
have
a
date
for
our
next
meeting,
which
will
be
Thursday
the
1st
of
December
2016
at
9:30
back
here
in
this
room
and
I
believe
mr.
father,
general
you'll
be
tabeling
your
work
plan
and
your
annual
report,
what
that's
quite
a
trip
as
well
as
the
budget.
Sorry,
yes,
boss,
the
budget.
Okay!
Thank
you.