Transcript

and welcome to the latest meeting of the ocean standards committee. Do we have any apologies? Councilor likes stops. Sorry. Very just, um, it's executed then. Um, does anybody need to make any depuration of interest in the latest thing that we've got to see? Thank you. As you know, the three, then, is the minutes of the previous meeting which you're on page 36. Um, everyone happy that there's true accurate record as the last meeting that we had. Okay. So, okay. Thank you. I should not before that, I'll pass it over to the who's going to just push. Thank you very much, Chairman. I'd like to stand to Council that we use internal charge in 2425. And the internal charge is a full statement that defies the purpose authority and responsibilities of internal orders. As well as some of the relationship the key say goes as required by the U.K. 5% of the internal order standards. Internal order charges will be regularly reviewed and approved by the order standards committee, internal order charges of formal documents setting out internal order solution within the organization is supporting lines, access to personal information reports, the scope of internal order activities. And people do this will be the county council. So, I'm going to take this opportunity to pass the committee areas that have been eligible to tell us more about the start of that. Thank you for that introduction. So, my name is Deborah Harrison. I'm the chief internal charge against council and there's chief internal order here at Newcastle and on the council. And I'm supported on the contract by Alex Cannon, who is an audit manager here, a structure has council and he'll be leading the day-to-day basis, the delivery of the audit plan for your council. So, we presented this evening is the internal audit charter for 2024, page 7 of your pack sets out a bit more background information in relation to the charter and why we require it. So, the accounts and audit regulations 2015 include the spectrum requirement and provides an effective internal audit. And one way that we demonstrate that is compliance with the public sector internal audit standards. So, the public sector internal audit standards came to be in 2013 and since this day, they've been reviewed and updated periodically. And the last time they were reviewed was in 2017. The public sector internal audit standards are also accompanied by a local government application mode, which is by SIP and that allows us to give what gives us further guidance in how the standards should be applied in the public sector. So, the public sector internal audit standards, they are mandatory and apply to all public sector internal audit functions, be it an in-house function, a shared function or an outsourced function. And standard 1000 refers to the requirement to have an internal audit charter that sets that purpose authority and responsibility of internal audit activity. So, some key things that the charter should include. One is the way internal audit sits within normalization as well as its reporting lines and also includes information in relation to the scope of our work and also how we access information and including how we alleviate with the external auditors. Just to say that the charter that's been presented this evening does comply with the public sector internal standards in full and the local government's application note and also affects current best practice. One issue just to raise with the committee is that whilst at the moment the internal audit charter does media requirements of standards, on the 9th of January this year the global internal audit standards were revised and this now sets out how the internal audit functions globally will be evaluated in terms of quality. We are awaiting further guidance from centre because they are the government's as standard setters and once we get that guidance in terms of how the new clothing standards will be applied within the public sector we will then make all relevant changes. So, it may well be that the charter may need to come back to this committee once we've seen whether it needs to be slightly amended following standards. So, in terms of the charter and the detail itself that's set out from page or starts up on page 11 of your pack and goes all the way to page 30. I believe that you would have had something similar produced by Spoke City Council when they were providing your internal audit services. So, Chair, I can just take any questions in relation to the detail pending the charter. Thank you. Thank you, Debbie. Does anybody have any questions on this? No? Okay, thank you very much. Thank you, Debbie. We need to formally approve this, Debbie. This will be in charge. And does everybody happy that we approve this to show the hands, please? Thank you. Item 5, then. Please. And in so long, it plans for 24-25. Down in so long, 24-25. Outlines, it's a plan for the coming first year and has been produced using a risk-based approach. The results of this work will contribute to the annual internal audit opinion, which will then be included within the annual government statement. Throughout the year, the work program at the Penn State will be reviewed and detailed board to work programs produced. So, let's show what we've made in order to report on the delivery of the audit plan. Internal impacts as the 26th internal audit days are 25 million days in addition to this 40 days, how I gave you to counter forward with this result in that over 341 days of work. And I've now passed over to Sarah, who's going to talk a little bit more about this. Thank you. So, the internal audit plan has been formulated by reviewing the last four years at the internal audit, but they're actually completed as a basis of following this internal audit plan for this particular year. And also, who didn't look at risks associated with the annuals. We'll see how the internal work plan will be having a number of days for the directors within the authority. So, when you 51 days at this time saying, Well, she presents a directorate, I'll just point out that the instant measure of counsels within the audit on the top of the list has actually been completed in the next few days by six years of counsel. So, those days that are located, perhaps if the software carrier will be, then we align with discussions with the cancer council to be something that's in the audit area. We'll be back to that the next first year, and we'll get same with the meeting. And we've been 55 days at the center of social services, so we're looking at green with services and tree management, which we've not looked at for a few years now. The basis that a number of changes in that area over the last couple of years are what it's proving to have more of a particular area, as in June, we'd see. The generation of development, the order would be covering a single facility's grants, or have a good planning, then future high street funds, and the town deals, and the UK chair was place upon to think. These are three areas where we've had a considerable amount of funding within the last couple of years. So, again, it's really, it's a sort of public at these and the address that we are using, correct, which is what we're going to spend in these monies. And then corporates can spend 65 days in corporate green, reviewing these simple communities, communications, and cultural contract management's safeguarding and health and safety. And then finally, we've been anti-all this around cyber security, so we're aware of any cyber security, but nationally, we're relying a very hot topic at the moment. We've done lots of work, and we certainly lost lots. So, again, it means moving again so to have a look at what we've done, make sure that we're on the right lines of the cyber security. And same with disaster recovery, and funds, and PCM compliance. So, that's two, it's also two hundred and seventy six days, if it comes to three, mentioned, in addition to the 25 management days and 40 days, I would say it's something they can't afford, that would be a total of three hundred and forty one days at the expense in a specific year. I haven't seen any questions, if there's any just pain before doing. There are a couple of audits that are just in a being finalised by a state contract safety council. And they include some new letters, and they're GTR compliance, and they're security, and we've got this in hospitality, and the quality is now mostly all those reports have been issued, and you're just waiting for responses for the management, but they're doing the ends of this meeting. So, again, they should all be fineised by the first of May, but it's a just don't believe in the meeting plan. I'd say any questions, if there are any questions, thank you. Can you share it? Do we have any questions on this report? No. In that case, and can we improve the incentive on the plan for 24-25, and also agree to this report's link to all some of these? Yeah, thank you very much. And, item number six, and next move. Okay, thanks for your arrangements. The council has committed to providing effective antifluor function, which is supported by an effective policy framework. Therefore, the corruption and bribery are all through my offenses. The council has pleased the highest answer in safety, and we're not already in any form. I mean, anti-fluor and anti-corruption framework in place is demonstrating trial of zero tolerance 24-100x activity. The report of the existing framework is reviewed and updated to take into account new legislation to see his own best practice. It currently knows the following policies which support the last floor function. Anti-fluor and anti-corruption framework, floor response plan, with surveying policy, and anti-my laundry policy. The council will work with SaaS County Council in general with service, under service review and for counter-fluor services. The counter-fluor services covers all types of non-benefit and corporate fraud, and again, the last year to serve for the president. So these are the corporate fraud framework that we should bring to the pandemic in April. Obviously, we've changed the policies now to first being prepared with SaaS County Council, if we have any of these ready frauds in general next year, we'll be building reports of SaaS County Council. We've been updated to the website for the County Council's contact details, and we've also been with the state of the Justice Council. We would still remain part of the Sanhich football club, so it would be a huge amount of change all around the floor cases. Again, we have to take in questions on the counter-fluor services, and so, do you have any questions on the counter-fluor here? Can we just note those policies, then? Thank you. Item number seven, then, the total, corporate risk policy statement and subsidy 2435. It has to be reviewed as risk management policy statement and risk management strategy. This kind of process adopted by the Council to be reviewed to corporate changes in the way that the Council works and provide continuity as streamlined for those in the risks. It's also a lift-edge agent fee list that potentially threatens delivery of the Council's corporate privacy. First one, the strategy provides a formal and important framework to manage these identified risks and thus reduce the Council's exposure, and on past year, it's honestly now just going to tell us more about it. Thank you, Council. So, yes, this is obviously an annual update. The date that we do on the corporate risk policy statement strategy, and the recommendation of the report is in the settings to the paper is that the Committee accept the review risk management policy strategy 2425 as outlined and submit changes to be approved by this Committee over the chief executive and leader will sign the policy statements and three notes for non-responsive responsibility in risk management. Thank you for your thought. Councillor SWEEN, you're lying in the background, the last review of this risk management policy and strategy was in April 2023. In terms of issues, there's some slide changes today, some descriptions, sources of descriptors of officers, members and girls, and the recommendation is to accept the reviewed risk management policy statement and subsidy document. The reasons for this and obviously are well-founded are those things. I'll answer to offer a continual review process to minimize and mitigate associated risks. So, as options consider, the reporting is undertaken in the course of the RMS. In the report, our clients apparently have six legal certifications which members to third to that, which is requirements to be found on any of the regulations. So, I think being just as a risk ratio for the Committee, which states that the development of the is responsible for ensuring that it has a sense, it's going to be so enthralled, which facilitates the effective exercise and assumptions and the achievements of its aid and objectives ensures the financial and operational management for authorities effective and inclusive activations for the management of risk. Third, over-source implications of this paper, finance and resource implications are also particularly risk identified and managed as part of the risk profiling question. In terms of major risks and mitigation, it's a resource to enable time to comply with the processes in the RMS, which the Council are able to appropriately identify and manage the essential significant wide range of risks and that is just outlined. We also need to manage that risk and all of it, because all the authorities do. And finally, it's a risk management, it's a key part of our overall delivery of the corporate services that we have. This is about a few years to say in all development goals. I would kindly pay to give any questions that we have. Thank you, Anthony. We've had any questions on this, Mark. Thank you, Chair. It's ex-the portfolio holder and the monetary officer introducing the report on state and state strategy. It's often useful to get at the RMS on things. I know the work is going to fit in, obviously, from which it's a chance it has to work with us on internal delivery, but I want you, Officer. He's also a RMS since last year. He's mentioned that the statements and strategies in front of us are mainly based on what's on before last year and some strategies have been changed, some officers have been changed. Can you reassure us that it's been looked at in detail and that if there was anything more substantial that could benefit from an idiot or an update that has made that determination, thank you. Yes, of course, Councillor, I'm more than happy to get that ashore and sometimes when you're buried in that fashion, you think it's just gone through on the gnarly things and looks very aggressively. I'm going to show you with the legal team and a lot of after his guardians here to ensure that it is actually Rob Wilson, third of the purpose, minus satisfactory. If you have any specific questions that we had on particular points outside of the meeting, I'm happy to give you a bit more information on that. Very grateful for that and I'm really sure to share. Thank you. Any other questions on this? Councillor OK. Just noting among the risks which are the auto accounts are specific to us, but we have major developments going on in major projects. Obviously, everything is in place here. So to show me, as a true show of police, Councillor Holland, that the things are in place to make sure there isn't any action, if there's any problem. But obviously, we're looking at very big bonding and we're looking at a very volatile situation within the construction industry. And I'm just throwing it out there. What's in place to sort of find it, not make it the farm, that's not single the matter. But to monitor very closely how the projects are progressing and the different stages which have been very carefully worked out of the projects taking place. Do we have sufficient staff, sufficient infrastructure to keep eyes on this at all times? Because we have bad issues in the past which hopefully we'll know. Thank you. Thank you, Councillor Broughy. And I think it's fair to say that we do have all of these things. And this is more a question for the facts committee, but I'll let's answer a few more. Thank you. So we do have a number of things. We have a monthly corporate risk. Obviously, all those projects that you just mentioned have individual risks on it. So they are looking at the shift change and just to make sure that this is changing and what's up in track. And we have monthly, which it monitors while on these major projects which are hearing about some of the facts. But anyway, so yes, we have regularly, we are monitoring those things. Obviously, these projects can change, if, as you've mentioned, depends on what's happening with the construction industry. It is a need to go back and leave it with the prices and thought to check some of those. We have to send regularly, so we have to send some problems as well. So being accountable, we're not sure that everything is pulled forward in the week. We have all those risks that we have to call that they are not sort of useful and, again, that lines with the financing as well. So, for a number of different areas that you did, you wanted to move to a better space, so be back to you. And I remember the dynamic. It's also a response to the report, which I think is absolutely awesome. And Councillor Rourke, if you look at paragraph 6, it doesn't say we may or we would, it says the Council will, and then sent something to all this very positive things that are incredibly protective from a risk management point of view. And the last few bullet points also shows that it's sort of the growth in that it's talking about opportunities innovation on working with farmers and ensuring we're robust procedures. So I think every buyer's energy can keep crossed, so it's both dedicated to me, and I feel very, very sure by that pattern of sense. Thank you. Do you have any further questions? Okay, so we are happy then to accept the recommendations as written on page 81 of the report. Yes, thank you. As you number 8, then it's the external logic plan and strategy for 2020, 2020 for August, and I'll be re-imagining richly, just be able to look at the subject of the first one. They say that it's all advisory, we'll be both. I don't know. I don't know. I don't know. I think I'm going to share. Yes, I suppose after a slow-dick committee, Errolie Passold today, with Elijah Speed, working with the community, we've been appointed as the author of the SAA, the World Public Central Audit Point, which is a foreign woman contract. And I'm manager of the lead and errand, certainly in the public sex practice based in Manchester. This audit is sponsored by the World Security Manager in Manchester. But we'll say this, as Jen pranks, was that a good one, and that's okay. And so, yeah, we've gone back and checked in, and I've worked in a few people who have said to depart in that 20 years. And all of a sudden, my body's been a big part of picking up the work that would be delivered. So, the next move is just back to where we've built a very modern place to be, to live with this audit. And I'm going to be honest, and we've inherited through the framework contract. We've been working very closely with Grant Walter, who has been very successful to make sure that this is a very transitional problem. And we've been doing today, it's really been focused around timing and risk assessment for the audit. And to make sure that they're very well-tasted to live at the year-end procedures, mind that the traditional reporting timelines in local government, and as part of a whole range of measures that have been done to be sent to the government for hosting and reporting timelines. It's been finding the part of it and practicing the majority of your virus, and some of the delays that have been experienced. And one of the things that we're talking to and chair and center to really try and make sure that we have the right capacity to make sure of them together, in mind the better expectations, and just in terms of our responsibility. So the report that you got in the package very much focused on financial statements, which is also my responsibility to do the commentary around value for money. And also the responsibility that we'd like to challenge here is a responsibility to members of the public. They have clear reason for within the responsibility that's set out in statute. We've not had any of those challenges as yet, but we've been all that in those if they come forward. I think brought to take us through the financial statements element, but just to throw on value for money which are followed, and there's three elements to that. And a key part of that is financial sustainability, and I encourage to hear what Councillor Bock was saying there around considerations of the high street from the major projects. And that's clearly an aspect that we'll be looking at in quite a lot of detail. I think just in the meeting to find out if there's any good reserves in place going forward, and also how some of the policy procedures that you've had on this agenda such as the policy strategy, how that actually gets implemented and plays out in real life, rather than just from having the subsidy documents in front of you making sure that they are executed on a day to day basis and really going to pay decision-making and actions that take place at the authority. But if you were mentioning that, what will happen without a chance for the seat around values in the years? Sorry. I don't worry. It seems better. So, what will happen is the source of loan reports of undo this committee, and I will send out some of our bindings around both money and our risk assessment procedures. And I'm positive that I'm going to take you through the body of the report that you've got to get in the packet. That's right. Yeah. So, I saw I'm Robinson on the senior engage manager at KPMG. I've been working hard on the record, but I've got similar experience from the use of the local government contracts on the 3/28 team, and I've been working with KPMG for 10 years. And so, the audit plan is intended to give us sort of overview of our audit approach and sort of strategy and sort of procedures that we want to take into get to that place. And so, the content is sort of mandated through ISA requirements in terms of discussing our struggle on materiality, asking the risks of various communications and independence at fees, et cetera. And so, I'll take the report. And I'll just sort of sort of key to the size of key pages. And he wants to serve design materiality, some materialities, the threshold, which we set to design our rolling procedures. You can appreciate that we can't test every single plan that goes through the authority books. What we do is we set a threshold and standard procedures to give us the greatest opportunity to detect material I read with. And that's been set at 1.1 billion. Well, it's used to this committee, and we'll have seen plans and obviously set a similar level materiality, so that is reasonably consistent. And it's keeping what you've, what you've seen before. And once I've made 1-2-8, that's good to overview of our sort of timing and audit communications. And such to us, we're sort of involved and we have, for example, discussing the internal audit and understanding their risk assessment in areas of focus. But also, such to know, the work of our own internet specialist, that's the valuation specialist we have, which is the real estate valuation center of excellence. On such or not, in our risk profile at the moment, we also have the attention center of excellence or our pensions, where we get pension specialist to do that. Because that was a great set of activities and that's not quite technical area. 1-2-9, as gives it a little overview of the sort of significant risk profile. So, it's an integral risk on why we deem that the greatest or likelihood of significant error in the accounts. And, and that's an aggressive listed valuation on the billions, on the overall and valuation of post risk, then a bit of obligations, which is your pensions obligations. And, again, that should be thinking can be the best profile you've seen him in previous years, with the previous auditor. The valuation line of buildings, highly sort of significant material value in the accounts, or the main reasons that beyond size is that others, there's an element of judgment and estimation in there. And that's why we deem that's a significant risk. And, for example, sort of that small area, one of the assumption could be sort of a potential error in the account. So, that's an area of focus, it's something to say combined with the authorities in terms of value and not to show you that work and the assumptions that they are darts, and lots of sort of benchmark that against them. Well, the external sort of indices that they're adopted, and indeed what all the values do with other organizations. There's an override control, and that's a some of the risk required by the ISAs, and some pressure on the requires to look at this and this is a significant risk. And this is where the fundamental manager in the unique position to participate for all of the ability to serve, so all of a variety of particular elements of judgment and accounting policies, indeed, journals as well, which are sort of money will transactions that are posted. By management, and we do a lot of the work to focus our work around that. And so, what we consider to be higher risk journals, we test that according to the third policy dimension around the pension and evaluation of social time and benefits. Similar to the evaluation on the buildings, there are underlying solutions that are very, depends on the technical and it requires actually real important to calculate those. So, we will work with our own entries, and to determine that the benchmarks and the assumptions that the pension forms actually to be used are deemed reasonable when they're sort of reasonable threshold. And there's a lot of technical work that goes on around that will draw a little bit more than we do on year and reporting. Page one three three is not significant risk, but it's an area, but they're all at risk. Again, it's around valuation, so there's an element of judgment and not specifically around investment policy. The value of the national property and the authorities accounts is much more than the overall London buildings. And the valuation basis is different and it's a little bit more judgment, but it's much less risk, given the sort of value that's applicable to it, which is 12 million. It's worth noting that we have reputed our risk of a frozen expenditure recognition, and indeed revenue recognition. I'll slide on page one three four one three five and say this through our sort of justification right now why why we haven't wanted that. And that's broadly based on the summer nature of the spend and the income that the authority they think occurs. I think that's all I want to show us to say is there's a few others, not an partnership communications that we need to communicate to those child in governance. And also around our sort of needs and independence, which is a sort of sort of statutory sort of requirements in terms of reporting to those children. I'll have to take any questions. On the other hand, I'm just going to discuss. Okay, thank you gentlemen. Does anybody have any questions for your own new authors. Mark. Apologies because it's not question or comments about risk, I'm grateful for the report on your faces. Welcome. And the way this is being presented to us tonight. Very good for that. Comment for our new external orders and our partners for internal, it's with the name of the power of the US on the line. He was okay. And those are on if mine side of it. This is second of all tonight, which has been. It's spelled like a chair. Thank you. If we have no three questions on that, then we'll move on. Thank you very much gentlemen. It's very nice to see you here. Okay, after number nine, then there's the. Work program. Does many of you have any questions from comments on the work program. Okay, I'm not being notified about your business. Also, that includes the business. And just in case I didn't want to call in some staff and welcome to you as well. It's great to see you very much. Don't move close the meeting now. Thank you very much. And thanks. We'll see you on May. Thank you. Okay. Okay. Okay. Thank you. Thank you very much. Thank you. Thank you very much. Thank you very much. Thank you very much. Thank you very much.