North YorkshireCouncil Audit Committee

23 June 2025 Corporate Governance

Report of the Corporate Director, Strategic Resources

2.0 BACKGROUND

2.1 The standardfor local authoritygovernance in the UK is set out in the best practice guidance; CIPFA/SOLACE Delivering Good Governance in Local Government Framework 2016. The Framework defines the principles that should underpin the governance of an organisation and provides a structure to assist individual authorities with their approach to the development of appropriate governance arrangements. Local authorities should review their existing governance arrangements against these Principles and develop and maintain an up-to-date Local Code of Corporate Governance.

2.2 The Termsof Reference of the Audit Committee set out the Committee’s responsibilities in respect of Corporate Governance as follows:

(i) to assess the effectiveness of the authority’s Corporate Governance arrangements

(ii) to review progresson the implementation of CorporateGovernance arrangements throughout the authority

(iii) to approve the Annual Governance Statement for both the Counciland the North Yorkshire Pension Fund

(iv) to liaise, as necessary, with the Standardsand Governance Committeeon any matter(s) relating to the Codes of Conduct for both Members and Officers

(v) to work with the Standardsand Governance Committeeto promote good ethical standards within the Council

(vi) to review the arrangements in place for ensuring good governance in the Council’s key partnerships and owned companies.

2.3 In relation to (i), (ii) and (vi) above, an annual report is submitted as set out in the Programme of Work, and item (iii) is considered as part of the report relatingto the Statement of Accounts. The Committee also receives regular reports on the outcome of internal audit work and the annual report of the Head of Internal Audit, which includes an opinion on the overall adequacy and effectiveness of the Council’s framework of governance, risk management and control. In addition, governance issues may also be addressed as part of other reports and presentations to the Committee, including the annual update reports from each of the Corporate Directors.

2.4 In May 2025, new guidance from CIPFA/SOLACE covering the annual review of governance and the preparation of the Annual Governance Statement was published. The guidance forms an addendumto the existing 2016 ‘delivering good governance in local government: framework’. The guidance applies to UK local government statements from 2025/26 onwards.

3.0 LOCAL CODE OF CORPORATE GOVERNANCE

3.1 The Local Code of Corporate Governance is a statement of the principles that the Council will follow in developing its corporate governance framework. It also describes the key components of that framework and how they will be monitored and reviewed. The Code applies to all the Council’s functions and services. It has also been written to conform to the CIPFA/SOLACE Delivering Good Governance in Local Government Framework.

Framework Principles

3.2 The Principles that are reflectedin the Local Code, with links to the Annual Governance Statement, are as follows:

A. Behaving with integrity, demonstrating strong commitment to ethical values,and respecting the rule of law;

B. Ensuring opennessand comprehensive stakeholder engagement;

C. Defining outcomesin terms of sustainable economic, social, and environmental benefits;

D. Determining the interventions necessaryto optimise the achievement of the intended outcomes;

E. Developing the entity’s capacity,including the capability of its leadership and the individuals within it;

F. Managing risks and performance through robust internalcontrol and strong public financial management;

G. Implementing good practices in transparency, reporting, and audit to deliver effective accountability.

To achieve good governance, each local authorityshould be able to demonstrate that its governance structures conform with the core and sub-principles contained in the CIPFA/SOLACE Framework guidance.

Updates to the Local Code

3.4 The Local Code is reviewed on an annual basis. The review ensures that key changes to the corporategovernance framework (whetherdriven by externalforces such as legislative changes or by internal factors) are reflected in the current Local Code. The Local Code has recently been reviewed and updated. The revised version takes account of the updated CIPFA/SOLACE guidance and is attached at Appendix A.

3.5 The changes to the Code are intended to more clearly describe the Council’s corporate governance framework and show how the Council’s arrangements meet the core and sub-principles contained in the CIPFA/SOLACE Frameworkguidance.

3.6 Subject to approval, the revised Local Code will be referred to the Chief Executive Officer, the Leader of the Council, the Deputy Leader and Executive Member for Finance and Resources, the Corporate Director of Resources and the Assistant Chief Executive Legal and Democratic Services for collective formal approval. The local code is the startingpoint for the Council to be able to evaluatethe operational effectiveness of the core governance arrangements it has in place.

4.0 ANNUAL GOVERNANCE STATEMENT

4.1 In May 2025 new guidance from CIPFA/SOLACE covering the annual review of governance and the preparation of the Annual Governance Statement (AGS) was published. The guidance appliesto UK local government statements from 2025/26 onwards.

4.2 An updated assurance framework has recently been agreed by Corporate Governance OfficersGroup (CGOC) whichwill help to align the 2025/26 directorate reporting to the Audit Committee to the new CIPFA/SOLACE guidance. The assurance framework will provide evidence that the key components of the Local Code are operating as expected in each Directorate and support the preparation of the 2025/26 AGS.

4.3 The format and content of the 2024/25 AGS has also been reviewed and updated alongside the review of the Local Code of Corporate Governance. The May 2025 CIPFA/SOLACE guidance recommends that the AGS should not include extensive description of the different aspects of the authority’s governance arrangements, as these should normally be available in the local code. The 2024/25 AGS therefore contains less description of the Council’s existing governance arrangements and consequently, the document is shorter comparedto previous versions.The 2024/25 AGS is includedas part of the Council’s final accounts, which is being presented as a separate item to this committee.

4.4 An annual review of governance has been undertaken relating to 2024/25 which provides an assessment of the effectiveness of the Council’s existing governance arrangements. Thosematters identified as significant governance issues or control weaknesses have been highlighted in section 6 of the draft AGS.

5.0 FINANCIAL IMPLICATIONS

5.1 There are no financial implications

6.0 LEGALIMPLICATIONS

6.1 There are no legal implications

7.0 EQUALITIESIMPLICATIONS

7.1 There are no equalities implications

8.0 CLIMATE CHANGE IMPLICATIONS

8.1 There are no climatechange implications

9.0 RISK MANAGEMENT IMPLICATIONS

9.1 Risk management is an elementof the Council’s corporate governance framework. Effective risk management processes are therefore important to ensuring the achievement of the Council’s objectives.

Appendices: Appendix A – Local Code of Corporate Governance

Gary Fielding

Corporate Director– Resources County Hall

Northallerton

Report prepared and presented by Max Thomas,Head of InternalAudit Veritau - Assurance Services for the Public Sector

County Hall Northallerton

5 June 2025

Local Code of CorporateGovernance

Introduction

Corporate governance is about the systems, policies, processes, and valuesby which localauthorities operate and by which they engage with and are held accountable to their communities and stakeholders. It means carrying out activities in accordance with the law and proper standards, and ensuring that public money is used well and properly accounted for.

This is North Yorkshire Council’s Local Code of Corporate Governance. We have adopted this Code to set out our governance arrangements and demonstrate our commitment to good corporate governance in line with the principles set out in the CIPFA/SOLACE Delivering Good Governance in Local Government Framework(2016). Our Code shouldbe read in conjunction with our Annual Governance Statement, which reviews the effectiveness of our governance arrangements and identifies areas for improvement each year.

Principles

The Delivering Good Governanceframework identifies seven key principles to follow, and our Code demonstrates how we meet each of them:

A. Behaving with integrity, demonstrating strong commitment to ethical values,and respecting the rules of law.

B. Ensuring opennessand comprehensive stakeholder engagement.

C. Defining outcomesin terms of sustainable economic, social, and environmental benefits.

D. Determining the interventions necessary to optimise the achievement of the intendedoutcomes.

E. Developing the Council's capacity,including the capability of its leadership and the individuals within it.

F. Managing risksand performance throughrobust internal controland strong publicfinancial management

G. Implementing good practices in transparency, reporting, and audit, to deliver effectiveaccountability.

Policy statement on corporate governance

Our policy is to incorporate the principles of corporate governance into all aspects of our business activities to ensure that stakeholders can have confidence in the decision-making and management processes of the Council, and in the conduct and professionalism of its Members, officers and agents in delivering services. To this end, the Council will report annually on its intentions, performance, and financial position, as well as on the arrangements in place to ensure good governance is always exercised and maintained.

The principles set out in this policywill also apply to the North Yorkshire Pension Fund. Any company in which the Council has a substantive equity holding will also be expected to comply with these principles.

Monitoring and review

Our Code will be monitored and reviewed annuallyby the Corporate Governance OfficerGroup, alongside the preparation of the Annual Governance Statement. The Code will be reported to the Audit Committee.

Date of review:April 2025

Principle A: Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law

Sub-principles

· To achieve this, North Yorkshire Council will:

This is evidenced by:

· Behaving with integrity

· Demonstrating strong commitment to ethical values

· Respecting the rule of law

· Conduct its activities in a manner which promotes high ethical standards and good behaviour which will foster openness, support and mutual respect.

· Ensure that systems and processes for financial administration, financial control and protection of the Council’s resources and assets are designed in conformity with appropriate ethical standards and monitor their continuing effectiveness in practice. This includes compliance with CIPFA’s Statement on the Role of the Chief Financial Officer in Local Government (2015).

· Develop a set of shared values which will underpin an ethos of good governance, supported by compliance with legislation, procedure rules and all relevant professional standards.

· Support the Standards and Governance Committee to promote and maintain high standards of Member conduct. It develops initiatives to promote high ethical standards, is involved in ensuring the training of all Members on standards, and determines any complaints that Members may have breached the Members’ Code of Conduct referred to it by the Monitoring Officer. The Committee also has a role in assisting, where requested, in the designation and handling of persistent and/or vexatious complaints/complainants.

· Publish a twice-yearly Standards bulletin, circulated to Members, Officers, certain other authorities and published on the Council’s website.

· Where the Council works in partnership it will continue to uphold its own ethical standards, as well as acting in accordance with the partnership’s shared values and aspirations.

· Where the Council has established owned/controlled companies it will put appropriate governance arrangements in place including a governance framework and a register of interests.

· Standards and Governance Committee

· Codes of Conduct – Councillors' code of conduct and Officers’ Code of Conduct

· Standards bulletin

· Complaints, comments and compliments process

· Unacceptable Complainant Behaviour Policy

· Our role, structure and objectives including our values, behaviours and ambitions

· The Council’s Constitution

· The Council Plan

· Council strategies, policies and procedures

· Fraud investigation, anti- money laundering and whistleblowing policies

· Member and staff induction and training

· Staff employment procedure rules

· Procurement policy

· Financial procedure rules

Principle B: Ensuring openness and comprehensive stakeholder engagement

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Openness

· Engaging comprehensively with institutional stakeholders

· Engaging stakeholders effectively, including individual citizens and service users

· Clearly identify its stakeholders, to ensure that relationships with these groups continue to be effective.

· Maintain effective channels of communication which reach all groups within the community and other stakeholders, offering a range of consultation methods. The Council has a Communications Strategy and an Engagement Promise that are regularly reviewed and updated.

· Publish a Council Plan and an annual Statement of Final Accounts to inform stakeholders and services users of the previous year’s achievements and outcomes.

· Publish a Medium-Term Financial Strategy and consulting each year on the Annual Revenue Budget and its impact on Council Tax.

· Provide a variety of opportunities for the public to engage effectively with the Council including: attending meetings, opportunities to ask questions at meetings, written consultations and surveys.

· Present itself in an open and accessible manner to ensure that Council matters are dealt with transparently, in so far as the need for confidentiality allows.

· Maintain a Freedom of Information Act Publication Scheme and arrangements to respond to requests for information from the public.

· Operate Access to Information Procedure Rules to ensure local people and stakeholders can exercise their rights to express an opinion on decisions, and can understand what decisions have been made and why.

· Ensure the lawful and correct treatment of personal information through a Data Protection policy framework that follows the principles set out in the Data Protection Act 2018 and the UK General Data Protection Regulation.

· Maintain a Council website that provides access to information and services and opportunities for public engagement.

· Strategies, plans and policies

· Engagement Promise

· Council Plan

· Statement of Final Accounts

· Freedom of Information Act Publication Scheme

· Medium Term Financial Strategy

· Transparency, freedom of information and data protection

· Our responsibilities and commitments under GDPR

· Council website

· Data North Yorkshire

· Equality, Diversity, and Inclusion Policy Statement

· Online council tax information

· Our role, structure and objectives

Principle B: Ensuring openness and comprehensive stakeholder engagement
Sub-principles	To achieve this, North Yorkshire Council will:	This is evidenced by:
	· Conformance with the requirements of the Local Government Transparency Code and the Equality, Diversity, and Inclusion Policy Statement.	· Consultations and engagement

Principle C: Defining outcomes in terms of sustainable economic, social and environmental benefits

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Defining outcomes

· Sustainable economic, social and environmental benefits

· Develop a clear vision and purpose, identify intended outcomes and ensure that these are clearly communicated to all stakeholders of the organisation, both internal and external. In doing so, the Council will report regularly on its activities and achievements, and its financial position and performance.

· Keep its corporate strategies, objectives and priorities under constant review, so as to ensure that they remain relevant to the needs and aspirations of the community.

· Aim to deliver high quality services which meet the needs of service users. Delivery may be made directly, via a subsidiary company, in partnership with other organisations, or by a commissioning arrangement. Measurement of service quality will also be a key feature of service delivery.

· Monitor the cost effectiveness and efficiency of its service delivery.

· Ensure that timely, accurate and impartial financial advice and information is provided to assist in decision making and to ensure that the Council meets its policy and service objectives and provides effective stewardship of public money in its use.

· Ensure that the Council maintains a prudent financial framework; keeps its commitments in balance with available resources; monitors income and expenditure levels to ensure that this balance is maintained and takes corrective action when necessary.

· Ensure compliance with CIPFA’s Code on Prudential Framework for Local Authority Capital Finance and CIPFA’s Treasury Management Code.

· Monitor and regularly report on performance through the Performance Management Framework and system.

· Council Plan

· Statement of Final Accounts

· Corporate strategies, objectives and priorities, policy and service objectives – Strategies, plans and policies

· Performance Management Framework

- Executive Performance Reports

· Climate Change Strategy and Action Plan

· Corporate Complaints Procedure

· Procurement and Contract Management Strategy.

· Risk Management Policy

· Capital programme

· Capital investment strategy

Principle C: Defining outcomes in terms of sustainable economic, social and environmental benefits

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Develop a Climate Change Strategy and Action Plan.

· Seek to address any concerns or failings in service delivery by adhering to and promoting its Corporate Complaints Procedure.

· Comply with the Public Services (Social Value) Act 2012 ensuring that economic, social, and environmental impact of policies are included in everything it does, linking economic and social growth with maximising the value obtained from money spent.

· Record of decision making and supporting materials - Councillors, committees and meetings

· Planning policy

Principle D: Determining the interventions necessary to optimise the achievement of the intended outcomes

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Determining interventions

· Planning interventions

· Optimising achievement of intended outcomes

· Have a formal Constitution which details the decision making processes and the procedures required to support the transparency and accountability of decisions made.

· Establish and implement robust planning and control cycles that cover strategic and operational plans, priorities and targets.

· Carry out consultations to ensure a robust decision-making process for service improvement or termination or otherwise, in order to prioritise competing demands within limited resources.

· Publish a Council Plan which provides the key ambitions for the Council, key strategies, high level outcomes and priorities for the next four years.

· Establish appropriate key performance indicators (KPIs) to identify how the performance of services and projects is to be measured.

· Publish an annual Statement of Final Accounts including an Annual Governance Statement to inform stakeholders and services users of the previous year’s achievements and improvements for the following year

· Establish a medium term business and financial planning process to deliver strategic objectives which is reviewed regularly.

· Maintain an effective Performance Management Strategy and system.

· Constitution

· Council Plan including KPIs and performance monitoring

· Statement of Final Accounts including Annual Governance Statement

· Performance Management Strategy

· Staff Engagement Strategy

· Strategies, plans and policies

· Public Consultations

· Council minutes, agendas and reports

· Risk Management Policy

Principle D: Determining the interventions necessary to optimise the achievement of the intended outcomes

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Maintain a Staff Engagement Strategy.

· Maintain a Communications Strategy.

· Conduct public consultations on key decisions/changes to policy.

Principle E: Developing the entity’s capacity, including the capability of its leadership and the individuals within it

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Developing the entity’s capacity

· Developing the capability of the entity’s leadership and other individuals

The Council recognises that the people who direct and control the organisation must have the right skills. Therefore, it will:

· Develop the capacity and capability of the Council and its Members and Officers through training and development.

· Recruit senior officers with the appropriate balance of knowledge and experience.

· Maintain Partnership Governance procedures and guidance and carry out regular reviews of partnerships and their outcomes.

· Organise Member and employee induction programmes.

· Scheme of Delegation for Members and Officers.

· Continue with further organisational development.

· Continue to develop a Workforce Plan that addresses issues such as recruitment, succession planning, flexible working and other people management issues including an online recruitment and induction process, and online learning on leading and managing remote teams

· Carry out regular appraisals which incorporate service improvement and personal development plans.

· Provide career structures to encourage staff development.

· Regularly review job descriptions and person specifications and use these as the basis for recruitment.

· Partnership Governance procedures and guidance

· Schemes of Delegation for Members and Officers in the Constitution

· Performance Management Strategy

· Apprenticeship schemes

· Audit Committee

· Statement of Final Accounts

· Council minutes, agendas and reports

· Strategies, plans and policies

· Risk Management Policy

· Planning policy

· Council plan

· Our role, structure and objectives

Principle E: Developing the entity’s capacity, including the capability of its leadership and the individuals within it

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Encourage a wide variety of individuals and organisations to participate in the work of the Council, including through a Volunteer Strategy.

· Ensure regular review and improvement of “Health Assured” for employees which includes health assessments, counselling, emotional support and fitness advice.

· Provide Apprenticeship schemes.

· Ensure compliance with the CIPFA Statement on the Role of the Chief Financial Officer.

· Ensure conformance with the CIPFA Code of Practice for the Governance of Internal Audit in UK Local Governmenton the role of the Head of Internal Audit.

· Induction programme

· Human resource policies

Principle F: Managing risks and performance through robust internal control and strong public financial management

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Managing risk

· Managing performance

· Robust internal control

· Managing data

· Strong public financial management

· Maintain a Risk management Policy and procedures.

· Maintain a reporting and monitoring framework for communicating risks.

· Support decision-making through risk registers at Corporate, Directorate and Service levels as well as one off major projects.

· Risk Registers with clear risk owners include consideration of objectives and contribute to service plans and performance.

· Maintain a Corporate Performance Management Strategy and system including greater use of performance dashboards

· Always support the Executive with professional advice that addresses all relevant legal, financial, risk and resourcing issues.

· Provide quarterly Performance and6 Financial reports to Executive & Scrutiny Board.

· Provide a year-end report on Performance / Financial out-turn to Executive & Scrutiny Board.

· Risk Management Policy

· Corporate Performance Management Strategy

· Our risks in North Yorkshire

· Overview and Scrutiny Committee

· Executive Committee

· Fraud investigation and whistleblowing

· Audit Committee

· Information Governance policy

Principle F: Managing risks and performance through robust internal control and strong public financial management

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Ensure comprehensive recording of all decisions taken and the reasons for those decisions.

· Ensure there is an effective scrutiny function and framework, supported by named officers, that enables decisions by the Executive to be challenged or influenced by the rest of the Council’s Members.

· Maintain a Local Code of Corporate Governance as well as an Annual Governance Statement

· Comply with the Code of Practice on Managing the Risk of Fraud andCorruption (CIPFA 2014) through a Counter Fraud Policy and Strategy including a Fraud Prosecution Policy, and an Anti-Money Laundering Policy and Procedures. The Counter Fraud Strategy is aligned with the national Fighting Fraud and Corruption Strategy.

· Include independent co-opted members on the Audit Committee

· Ensure compliance with data protection and access to information legislation and best practice through the Information Governance policy framework.

· There is an Audit Charter with an adequately resourced internal audit and counter fraud function

· Governance arrangements allow the CFO direct access to the Audit Committee and External Auditor

· Ensure the provision of clear, well presented, timely, complete and accurate information and reports to budget managers and senior officers on the budgetary and financial performance of the Council

· Ensure the Council’s governance arrangements allow the CFO to bring influence to bear on all material decisions

· Ensure that advice is provided on the levels of reserves and balances in line with good practice guidance

· The Council’s arrangements for financial and internal control and for managing risk are addressed in annual governance reports by Corporate Directors to the Audit Committee

· Information Sharing Protocol

· Business Continuity framework

· Emergency Response Plan / Command and Control structure

· Constitution

· Council minutes, agendas and reports

· Our responsibilities and commitments under GDPR

· Statement of Final Accounts including Annual Governance Statement

· Business Continuity

· Local Resilience Forum

· Community Emergency Plans

Principle F: Managing risks and performance through robust internal control and strong public financial management

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· The Council puts in place effective internal financial controls covering codified guidance, budgetary systems, supervision, management review and monitoring, physical safeguards, segregation of duties, accounting procedures, information systems and authorisation and approval processes

· Business Continuity framework.

· Emergency Response Plan / Command and Control structure.

Principle G: Implementing good practices in transparency, reporting and audit to deliver effective accountability

Sub-principles

To achieve this, North Yorkshire Council will:

This is evidenced by:

· Implementing good practice in transparency

· Implementing good practices in reporting

· Assurance and effective accountability

· Meet the requirements of the Local Government Transparency Code

· Maintain a Council website that provides access to information and services and opportunities for public engagement.

· Make meetings of the Council and its Committees open to the public, broadcast live and publish recordings on the internet (except where, for example, personal or confidential matters are being discussed)

· Have a formal Constitution which details the decision making processes and the procedures required to support the transparency and accountability of decisions made.

· Have an Engagement Promise setting out in simple terms how everyone who lives or works in the county or uses the Council’s services can influence decisions.

· Have a properly constituted Standards and Governance Committee, an Audit Committee with several independent co-opted members and an effective scrutiny function.

· Maintain an Audit Charter with an adequately resourced internal audit function which conforms to the Global Internal Audit Standards (UK public sector) and professional best practice.

· Council website

· Data North Yorkshire

· Councillors, committees and meetings

· Constitution

· Engagement Promise

· Standards and Governance Committee

· Audit Committee

· Counter fraud and corruption policy

· Equality Impact Assessments

· Data Protection Impact Assessments

· Climate Impact Assessments

Principle G: Implementing good practices in transparency, reporting and audit to deliver effective accountability
Sub-principles	To achieve this, North Yorkshire Council will:	This is evidenced by:
	· Maintain an effective counter fraud and corruption policy framework and an adequately resourced counter fraud function.	· Authority monitoring reports
	· Ensure that its governance arrangements allow the CFO direct access to the Audit Committee and External Auditor. · Ensure the provision of clear, well presented, timely, complete and accurate information and reports to budget managers and senior officers on the budgetary and financial performance of the Council. · Ensure the Council’s governance arrangements allow the CFO to bring influence to bear on all material decisions. · Ensure that advice is provided on the levels of reserves and balances in line with good practice guidance.	· Statement of Final Accounts including Annual Governance Statement · Strategies, plans and policies · Stronger communities programme
	· Ensure the Council puts in place effective internal financial controls covering codified guidance, budgetary systems, supervision, management review and monitoring, physical safeguards, segregation of duties, accounting procedures, information systems and authorisation and approval processes.
	· Ensure the Council’s arrangements for financial and internal control and for managing risk are addressed in annual governance reports by Corporate Directors to the Audit Committee.
	· Publish an annual Statement of Final Accounts together with the Annual Governance Statement which will show any significant improvements required.
	· Complete Equality Impact Assessments, Data Protection Impact Assessments and Climate Impact Assessments for any proposed changes in policy or service delivery.

Contact details and further information

Further details of the Council’s Corporate Governance arrangements can be obtained on the Council’s website www.northyorks.gov.ukor by contacting the Corporate Director of Resources.

Finally, if you have any concerns about the way in which the Council, its Members, Officers or agents conduct its business, or believe that elements of this Code are not being complied with, please contact one of the following Officers as appropriate. Your enquiry will be treated confidentially, and a response made following investigation of the facts in each case.

(i) Chief Executive (Head of Paid Service)

Richard Flinton

North Yorkshire Council County Hall Northallerton

North Yorkshire DL7 8AL Tel: 01609 532444

Email: richard.flinton@northyorks.gov.uk

(ii) Corporate Director of Resources (Section 151 Officer)

Gary Fielding

North Yorkshire Council County Hall Northallerton

North Yorkshire DL7 8AL Tel: 01609 533304

Email: gary.fielding@northyorks.gov.uk

(iii) Assistant Chief Executive Legal and Dem Services (Monitoring Officer)

Barry Khan

Legal and Democratic Services North Yorkshire Council County Hall

Northallerton DL7 8AL Tel: 01609 532173

Email: barry.khan@northyorks.gov.uk

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