Appendix 1 - Financial Regulations 2024-27
Perth and Kinross Council · 30 October 2024
Back to Perth and Kinross Council — 30 October 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
1 Appendix 1 Financial Regulations 2024 – 2027 Chief Finance Officer September 2024
Page 2
2 Preface Section 95 of the Local Government (Scotland) Act 1973 requires local authorities to make arrangements for the proper administration of their financial affairs and to appoint a “Proper Officer” with responsibility for the administration of those affairs. The Local Authority Accounts (Scotland) Regulations 1985 places upon the Proper Officer the duty to determine the system of accounting control and the form of accounts and supporting records to be maintained. It also imposes a duty on the Proper Officer to ensure that these accounts and records are kept up to date. I am the Proper Officer appointed for the purposes of Section 95 by Perth & Kinross Council and these Regulations exist to contribute to the fulfilment of the statutory responsibilities set out above. These Regulations are made to provide a sound basis for the control of Perth & Kinross Council’s financial affairs. Specifically, they aim: (i) to ensure compliance with the legal obligations placed upon the Council in respect of financial administration. (ii) to ensure that the Council’s accounting records are accurate and complete. (iii) to promote compliance with the standards set out in the Council’s Governance Framework. (iv) to protect the Council against the risk of fraud and financial irregularity. (v) to safeguard the Council’s assets. (vi) to enable the provision of appropriate management information. (vii) to promote best value in the Council’s operations. S Walker Chief Finance Officer
Page 3
3 Pag e 1. INTRODUCTION 6 1.1 General …………………………………………………………… 6 1.10 Definitions and Interpretations …………………………………. 7 1.16 ALEO’s and Joint Boards ……………………………………… 10 1.17 Perth & Kinross Integration Joint Board ………………………. 10 2. FINANCIAL PLANNING 11 3. FINANCIAL MONITORING AND PERFORMANCE REVIEW 12 3.1 Budgetary Control……………………………………………… 12 4. BUDGETARY ADJUSTMENTS 14 4.1 General……………………………………………………………. 14 5. VIREMENT 15 5.1 General …………………………………………………………… 15 5.2 Devolved School Management ………………………………… 15 6. ACCOUNTING 16 6.1 General …………………………………………………………… 16 6.5 Internal Control ………………………………………………… 16 6.8 Access to Financial Systems ………………………………… 16 6.11 Retention of Records …………………………………………… 17 6.12 Annual Accounts ………………………………………………… 17 6.13 VAT ……………………………………………………………… 17 7. INTERNAL AUDIT 18 7.1 General …………………………………………………………… 18 7.6 Fraud and Corruption …………………………………………… 18 8. BANK ACCOUNTS 20 9. INCOME 21 9.1 Setting Charges ………………………………………………… 21
Page 4
4 9.8 Cash Income …………………………………………………… 21 9.13 Receipting ……………………………………………………… 22 9.16 Invoicing and Debt Recovery ………………………………… 22 9.22 Non-payment, Write-offs and Credit Notes …………………… 23 9.26 The Receipt of Grants ………………………………………… 23 10. PETTY CASH ACCOUNTS 25 11. EXPENDITURE ON SUPPLIES, SERVICES AND WORKS 27 11.1 Placing Orders …………………………………………………… 27 11.12 The Receipt of Supplies, Services and Works ……………… 28 11.15 Payments ………………………………………………………… 28 11.23 Self-Directed Support …………………………………………… 30 12. PAYROLL 31 12.1 General …………………………………………………………… 31 12.9 Additional Payments/Deductions and Other Allowances …… 32 12.15 Overpayments …………………………………………………… 32 13. TREASURY MANAGEMENT 33 14. INSURANCE AND FINANCIAL RISK MANAGEMENT 35 15. SECURITY 36 16. PHYSICAL ASSETS 37 16.1 Land, Buildings and Infrastructure …………………………… 37 16.7 Vehicles ………………………………………………………… 37 16.10 Stocks …………………………………………………………… 37 16.15 Disposal of Surpluses ………………………………………… 38 16.17 Use of Council Property ………………………………………… 38 17. COMMON GOOD FUNDS 39 18. SCHOOL FUNDS, COMFORTS FUNDS AND PRIVATE PROPERTY 40 18.1 Unofficial Funds ………………………………………………… 40
Page 5
5 19. FEES, GIFTS AND HOSPITALITY 41 19.1 General …………………………………………………………… 41
Page 6
6 1. INTRODUCTION General 1.1 The purpose of these Regulations is to provide a sound basis for the control of the financial affairs of the Council. 1.2 It is the responsibility of the Strategic Leadership Team to ensure that the Regulations are complied with within their Services and that their employees are fully aware of them. 1.3 All employees must comply with these Regulations regarding any matter to which these Regulations apply. These Regulations also apply to any Council resources in any partnership project. 1.4 It is the responsibility of the Chief Finance Officer to ensure that – (a) Elected members are aware of the Regulations. (b) The Regulations are observed and applied consistently throughout the Council. (c) The Regulations are kept under review to ensure that they are effective. 1.5 The Chief Finance Officer may issue additional guidance on any matter contained within these Regulations. Such guidance shall have the same force and authority as these Regulations. The Strategic Leadership Team may also issue guidance in respect of their Services. The Chief Finance Officer may, if it is deemed necessary, require any such additional guidance from the Strategic Leadership Team to be modified or withdrawn. 1.6 Any material breach of these Regulations must be reported to the Chief Finance Officer who will determine the appropriate course of action to be taken. 1.7 Nothing in these Regulations should restrict any employee from responding to an emergency so long as the Chief Finance Officer is advised as soon as possible after the action is taken. 1.8 The Chief Finance Officer is the financial adviser to the Council and has the right to report to the Council on any relevant financial matter. 1.9 The Strategic Leadership Team is authorised to incur expenditure where an approved budget heading exists or there is specific Council approval. All expenditure is subject to the terms of the Council’s Scheme of Administration and any other conditions imposed by the Council.
Page 7
7 Definitions and Interpretations 1.10 The terms used in these Regulations should be interpreted, where applicable according to the definitions set out below and in consultation with the Chief Finance Officer. 1.11 Where these Regulations refer to approval by the Council this includes approval by the relevant Council Committee, where appropriate. 1.12 Where these Regulations refer to the Strategic Leadership Team, this includes the Chief Executive and Directors. The Regulations also include the Chief Officer (Health & Social Care Partnership) in their capacity as Lead Officer for the delivery of operational adult social care. 1.13 Nothing in these Regulations overrides any legal requirement placed on the Council, its elected members, or employees. 1.14 Where these Regulations place a duty upon a Council employee, this may be delegated to another person with prior approval of the original delegate. 1.15 The following words and phrases used in these Regulations shall be defined as follows: ALEO These are Arm’s Length External Organisation’s such as Live Active Leisure. Accountable Budget Holder The Accountable Budget Holder is deemed to be the Strategic Lead for the function concerned. In conjunction with business partners, Strategic Leads will provide a list of budget holders within their function to the Chief Finance Officer on a regular basis. The term Budget Holder means someone who is responsible for an approved budget. Approved Budget Approved Council budget updated for any budgetary adjustments agreed at meetings of the Council or the Finance & Resources Committee. Budget Variance An over or under spend, compared to approved budget. Budget Heading (i) For non-Devolved School Management (DSM) budgets – a budget on an individual line of the Council’s current Revenue & Capital Budget Volumes, for example: Corporate &
Page 8
8 Democratic Services / Finance / Staff Costs / Single Status / Gross Pay (ii) For Devolved School Management (DSM) and Pupil Equity Fund (PEF) budgets – a budget given on an individual line of a school’s DSM/ PEF Expenditure Monitoring Statement’, for example: Blackford Primary School / Supplies & Services Capital Budget A budget heading given on an individual line of the Composite Capital Programme and Housing Investment Programme, for example: Roads Structural Maintenance. Capital Expenditure Capital expenditure is defined as expenditure on the: (i) acquisition, reclamation, enhancement or laying out of land: (ii) acquisition, construction, preparation, enhancement or replacement of roads, buildings and other structures (iii) acquisition, installation or replacement of moveable or immovable plant, machinery, apparatus, vehicles and vessels. Enhancement means the carrying out of works which are intended to: (i) lengthen substantially the useful life of the asset; (ii) increase substantially the market value of the asset; (iii) increase substantially the extent to which the asset can or will be used for the purposes of or in conjunction with the functions of the Council. Corporate Budgets The Chief Finance Officer is the Accountable Budget Holder for Corporate budgets with the exception of Health & Social Care which is the responsibility of the Chief Officer (Health & Social Care Partnership) and Discretionary Relief which is the responsibility of the Strategic Lead – Customer & Digital. These budgets, as listed below, are generally outwith the control of Services. • Health & Social Care (allocation to P&K Integration Joint Board) • Support Service External Income, • Capital Financing Costs, • Interest on Revenue Balances,
Page 9
9 • Tayside Valuation Joint Board, • Trading Organisations – Surplus returned to General Fund, • Un-funded Pension Costs, • Apprenticeship Levy • Council Tax Reduction Scheme • Discretionary Relief, • Contribution to / from Funds (Capital / Insurance Fund / Renewal & Repair Fund, • General Revenue Grant, • Ring Fenced Grant • Capital Grant • Non-Domestic Rate Income, • Council Tax Income, • Council Tax Second Home / Long Term Empty Properties • Use of Budget Flexibility & Contribution to/from Reserves Council Perth & Kinross Council and all constituent Committees in accordance with the Council’s approved governance arrangements. Chief Finance Officer Where the Financial Regulations state “requires the Chief Finance Officer approval” this means that approval must be sought from the Chief Finance Officer or Finance Business Partners. Income For the purposes of Section 9, income includes local taxes, rents and miscellaneous accounts. Miscellaneous Income refers to all income raised by the Council with the exception of Housing Rents, Council Tax, Non- Domestic Rates, and Car Parking Materiality Significance, in financial terms. The Head of Finance may, from time to time, specify the values to be applied. CIPFA definition of materiality– Materiality is the threshold level above which the omission, addition or misstatement of an item would influence the decision of a user Set Off Set off is the process whereby debt due to the Council by an individual or a body may be reduced by amounts due to the same individual or body by the Council. This process allows the Council to reduce debts or debt balances due to it by sums that would normally have been paid to those debtors.
Page 10
10 Stock Raw materials and consumables. Suspense Account An account into which receipts are deposited temporarily pending the determination of a proper account/s where they should be posted. Virement The transfer of an approved budget from one budget heading to another within a financial year (both permanent & one-off). ALEO’s and Joint Boards 1.16 The Council works closely with several ALEO’s, Joint Boards and Committees. These organisations will operate their own Financial Regulations as determined by their governance arrangements. However, staff employed by Perth & Kinross Council must adhere to the Council’s Financial Regulations. Perth & Kinross Integration Joint Board 1.17 A Joint Working Agreement has been established between NHS Tayside and Perth & Kinross Council. This agreements states that all employees working within integrated care services who were in employment prior to the commencement of health and social care integration will continue to be employed by the same employer, as set out in their contract of employment. As such these financial regulations will apply to all staff employed by Perth and Kinross Council. 1.18 Beyond this there will be occasions where NHS Tayside staff are incurring expenditure on behalf of the Council on social care related activities. Under these circumstances the Financial Regulations of Perth & Kinross Council must be adhered to. Other Bodies 1.19 In addition, there may be occasions where staff from other bodies incur expenditure on behalf of the Council. Again, the Council’s Financial Regulations must be adhered to.
Page 11
11 2. FINANCIAL PLANNING 2.1 This section applies to the preparation of budgets for capital and revenue expenditure. 2.2 Prior to the budget process, the Chief Finance Officer may issue guidance to the Strategic Leadership Team on the preparation of budgets, setting out a timetable and other provisions as appropriate. This will include the preparation of an annual Medium Term Financial Plan. 2.3 The budget timetable and procedures must ensure that recommendations are submitted to the Council by whatever date may be required by law. 2.4 With the support of finance business partners, Strategic Leads must prepare estimates in accordance with the guidance of the Chief Finance Officer. 2.5 The Strategic Leadership Team will consider estimates prior to their submission to the Council. 2.6 The Chief Finance Officer will submit the draft budgets to the Council for its consideration and make recommendations. 2.7 In relation to the Housing Revenue Account, the Chief Finance Officer and the Strategic Lead – Housing & Communities will prepare a draft budget and make recommendations regarding the level of rents.
Page 12
12 3. FINANCIAL MONITORING AND PERFORMANCE REVIEW Budgetary Control 3.1 Strategic Leads must consult with the Chief Finance Officer where any matter arises that may affect the finances of the service area / Council, including the projected failure to reach a financial performance target. 3.2 This consultation must take place prior to entering into any financial commitment or issuing any report to the Council in connection with the matter under consultation. 3.3 The Chief Finance Officer will provide Strategic Leads with adequate access to the Council’s corporate financial information systems, in such a manner as to allow them to monitor financial transactions against budget. 3.4 In conjunction with finance business partners, Strategic Leads must make adequate arrangements to monitor the income and expenditure for which they are responsible. 3.5 Within each area of service delivery, the responsibility for monitoring the use of resources against budget must be clearly identified and communicated to the Chief Finance Officer. 3.6 Strategic Leads must inform the Chief Finance Officer where there is, or they forecast that there is likely to be, a material budgetary variance. Where this is the case, the Strategic Lead must inform the Chief Finance Officer of the reasons for the budgetary variance and of any action being taken to correct the situation. 3.7 Revenue monitoring will be considered by the Strategic Leadership Team regularly. 3.8 The Chief Finance Officer will regularly inform Council of the current financial position, reporting any material budgetary variances, giving an opinion on the adequacy of the corrective action being taken where appropriate and making other recommendations as appropriate. 3.9 All variances (Revenue & Capital) more than £100,000 will be reported to the Finance & Resources Committee. However, there will be many instances whereby Committee reports will discuss variances that are less than this amount. 3.10 Where an under spend arises during a year, the Chief Finance Officer may, after considering the views of the relevant Director / Strategic
Page 13
13 Lead, report to Council, making recommendations as to the most appropriate use for these funds. 3.11 For the avoidance of doubt the points discussed above 3.1.6) include both revenue and capital transactions. 3.12 In addition, the Chief Finance Officer may issue guidance as appropriate to Strategic Leads on the proper arrangements for planning, authorising and controlling revenue and capital transactions.
Page 14
14 4. BUDGETARY ADJUSTMENTS General 4.1 This section applies to proposed adjustments to any budget heading after its approval by Council in either the Revenue or Capital Budget. 4.2 Budgetary adjustments will be made only in response to an authorised change in any Council activity. A budgetary adjustment must be made where the financial effects of any such change are material. Guidance on changes which are considered to be material may be issued by the Chief Finance Officer. 4.3 Where a proposed budgetary adjustment has no overall effect on the planned net expenditure of the Council (i.e. there is a transfer from one heading to another), the regulations on virement apply (see Section 5). 4.4 Budgetary adjustments must not be made where they have the purpose of concealing or otherwise removing unplanned budgetary variances, whether adverse or favourable. 4.5 Where a proposed budgetary adjustment involves an increase in the budgeted net expenditure of the Council, the Chief Finance Officer must be consulted prior to entering into any commitment or issuing any report. No such adjustment will be made unless approved by the Council. 4.6 In the case of a proposed budgetary adjustment that involves a reduction in the budgeted net expenditure of the Council, the Chief Finance Officer must be consulted and may make a recommendation to Council regarding the use of any released funds. 4.7 The Chief Finance Officer has responsibility for advising Council on all matters relating to Reserves. No recommendation to change the use of Reserves including the Housing Revenue Account should be made without prior approval from the Chief Finance Officer. 4.8 Where Council or the Finance & Resources Committee has previously agreed to the earmarking of Reserves, the application of this funding will be delegated to the Chief Finance Officer. The Finance & Resources Committee will note the application retrospectively.
Page 15
15 5. VIREMENT General 5.1 The Chief Finance Officer is authorised to make adjustments to management budgets (Revenue) that: • Do not result in an increase or reduction in the net expenditure of the Council, and • Do not adjust Council policy. Devolved School Management / Pupil Equity Fund 5.2 This section applies to budget headings coming within the scope of the Devolved School Management (DSM) scheme and Pupil Equity Fund (PEF) and replaces the regulation at 5.1 above. 5.3 Within a school’s DSM / PEF budget, any virement may be made, subject to the approval of the Strategic Lead – Education & Learning and within the terms of the Council’s policy on Devolved School Management. The Chief Finance Officer will be informed of all DSM virements in an approved manner. 5.4 Where there is a planned under spend of the school’s devolved budget for any financial year and this does not exceed 10% of the total devolved budget, it may be carried forward to the next financial year. 5.5 Where there is an under spend on PEF this may be carried forward to be utilised during the current academic year. Only in exceptional circumstances should the funding be carried forward beyond 30 June into the new academic year. 5.6 Planned over spends must be approved in writing by the Chief Finance Officer, prior to the expenditure being committed. 5.7 Any unplanned over spends will be investigated as soon as they are identified. Written confirmation should be sent to the finance business partner (education & learning) with a reason given for the unplanned over spend and a detailed plan of how this will be repaid. Finalised carry forwards must be agreed before inclusion in the new financial year budget. 5.8 Any unplanned under or over spend must be reflected in the Education & Learning revenue monitoring.
Page 16
16 6. ACCOUNTING General 6.1 In conjunction with finance business partners, Strategic Leads must ensure that financial transactions initiated within their areas of responsibility are accounted for promptly, completely and accurately. 6.2 Suspense accounts must only be created or used with the approval of the Chief Finance Officer. The Chief Finance Officer must ensure that suspense accounts are regularly checked and monitored and where appropriate reconciled. 6.3 In conjunction with finance business partners, Strategic Leads must ensure that all transactions through the Capital Ledger are of a capital nature and comply with the definition of capital expenditure. 6.4 All journal entries require authorisation. The Chief Finance Officer may issue supplementary guidance on journal levels and processes. Internal Control 6.5 The Chief Finance Officer is responsible for the proper control of financial systems and procedures and is responsible for ensuring that there are sufficient internal controls to give reasonable assurance that they are functioning properly, having regard to the assessed risks. 6.6 In determining the appropriate arrangements within the area under their control, Strategic Leads must adhere to the following principles of internal control: (i) The duty of accounting for monies owed to the Council should be separate from the duty of collecting this income. (ii) The duty of accounting for payments made by the Council should be separate from the duty of processing these payments. (iii) The duty of accounting for the assets held by the Council should be separate from the duty of physical custody of these assets. 6.7 All deviations from the above principles require documented approval of the Chief Finance Officer. Access to Financial Systems 6.8 The Chief Finance Officer will determine the extent of the authorised access that each Council employee has to the Council’s Corporate Financial Systems and may issue additional guidance describing the
Page 17
17 authorisation process. The Chief Finance Officer will maintain a register of all authorised users. 6.9 Strategic Leads must ensure that changes to user access are maintained and that all leavers are notified to Finance timeously on the approved forms. 6.10 The Chief Finance Officer has the right to terminate user access where it has been used inappropriately or where it has not been used for a considerable time. An annual return is issued to Strategic Leads to verify user requirements. Retention of Records 6.11 All accounting records and related documentation will be retained for the appropriate periods as specified by the Chief Finance Officer per the Council’s Retention Schedule. Annual Accounts 6.12 The Chief Finance Officer is responsible for the production of the Annual Accounts, in accordance with the relevant regulatory requirements. The Strategic Leadership Team must provide the Chief Finance Officer with all information necessary to enable this to be achieved. VAT 6.13 In conjunction with business partners, Strategic Leads must make adequate arrangements to ensure that Value Added Tax (VAT) is accounted for promptly and correctly within their areas of responsibility and that there is adequate supporting documentation. 6.14 The Chief Finance Officer may provide additional guidance as necessary on the correct treatment of VAT. 6.15 The Chief Finance Officer is responsible for the preparation and submission of whatever reports, relating to the Council’s VAT position, may be required by law, and for the processing of any associated payments.
Page 18
18 7. INTERNAL AUDIT General 7.1 Internal Audit is an independent, objective assurance and consulting activity designed to add value and improve an organisation’s operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. It objectively examines, evaluates and reports on the adequacy of the control environment as a contribution to the proper, economic, efficient and effective use of resources. 7.2 Internal Audit’s role within the Council is as defined in the ‘Audit Charter’ as approved by the Audit & Risk Committee. 7.3 Internal Audit reports on its activities to Elected Members through the Audit & Risk Committee. 7.4 The Chief Internal Auditor will provide an Annual Internal Audit Plan to the Audit & Risk Committee for approval which has been prepared using a risk-based methodology. This will direct the work of the Internal Audit Team. 7.5 The Chief Internal Auditor will provide an annual opinion on the strength of internal control to the Audit & Risk Committee. Fraud and Corruption 7.6 The Chief Internal Auditor oversees the implementation of the Council’s anti-fraud and anti-corruption policies, these are detailed in the following: • Counter-Fraud and Corruption Strategy • Anti- Bribery Policy • Anti-Money Laundering Policy • Whistle-Blowing Policy 7.7 These policies are published on the Internal Audit Eric page and set out: (i) the responsibilities of elected members and employees in relation to suspected fraud and corruption, (ii) guidance to elected members, employees and the public on the actions to be taken in respect of suspected fraud or corruption, and (iii) the role of Internal Audit in the prevention and detection of fraud and corruption.
Page 19
19 7.8 The Chief Internal Auditor is to be informed immediately of any known or suspected instances of fraud and corruption.
Page 20
20 8. BANK ACCOUNTS 8.1 Strategic Leads must seek the approval of the Chief Finance Officer to open a bank account in the name of the Council. Only the Chief Finance Officer is authorised to open and operate bank accounts and will maintain an up-to-date register of all Council bank accounts operated by the Council. 8.2 All such bank accounts must be used in the name of Perth & Kinross Council, giving the purpose for which they are to be used. In certain circumstances a joint bank account may be opened in the name of Perth & Kinross Council and other named organisations. These bank accounts still need approval by the Chief Finance Officer and may be subject to further guidance. 8.3 In conjunction with finance business partners, Strategic Leads must ensure that all bank accounts are reconciled regularly, in accordance with standards as determined by the Chief Finance Officer. 8.4 All cheques or other instruments of payment will be ordered by the Chief Finance Officer, who will determine the procedures for their custody and use. 8.5 The operation of credit card facilities or similar payment methods by the Council requires the prior approval of the Chief Finance Officer, who may issue additional guidance on the procedures to be followed. 8.6 The Chief Finance Officer will maintain a register of the authorised signatories for each bank account. Withdrawals may be made by the Chief Finance Officer or by delegated employees of Finance. 8.7 All cheques will be signed by an approved signatory. Cheques may not be altered in any way, other than on the instructions of the Chief Finance Officer. 8.8 All use of the Clearing House Automated Payments System (CHAPS), the Bankers Automated Clearing System (BACS) or similar facilities will be in accordance with guidance which may be issued by the Chief Finance Officer. 8.9 Only the Chief Finance Officer may authorise an overdraft, the amount of which must be restricted to within the limit agreed with the Council’s bank and will, in any case, be kept to the minimum necessary.
Page 21
21 9. INCOME Setting Charges 9.1 Strategic Leads must review the levels of charges to the public that are or may be made in relation to activities under their control. All potential sources of income should be considered. This review must be carried out at least annually and the revised full `Scheme of Charges’ must be submitted to the Council for detailed consideration. 9.2 In conjunction with finance business partners, Strategic Leads must ensure that income budgets are consistent with the approved charges, having regard to the expected demand for the goods and services in question. 9.3 All non-statutory remission (reduced charges) schemes require the approval of the Council. Strategic Leads should review these schemes at the same time as the Scheme of Charges to which it relates. Strategic Leads are responsible for maintaining sufficiently up-to-date and accurate data to enable remissions schemes to be operated correctly. 9.4 The Council has a minimum invoice value which is applicable to all miscellaneous income. The current level for the minimum invoice value is £19.99. 9.5 The Chief Finance Officer will approve all exceptions where there is a requirement to raise invoices below the minimum invoice value. 9.6 The most current approved charges for Council services must be imposed in every case, taking account of statutory remissions schemes and the minimum invoice value. All other variations in the charges made require the approval of the relevant Council Committee. 9.7 In conjunction with finance business partners, Strategic Leads will ensure that subject to the relevant Council policy on charging for goods and services, the full economic recovery of costs will generally be applied to all charges raised. Income 9.8 The Chief Finance Officer will specify the accounting procedures, form of records and security relating to Council income, whether in cash, cheque or other form. 9.9 An approved receipt must be issued for each sum of money paid to the Council except with the prior agreement of the Chief Finance Officer. A notice and specimen receipt must be available and wherever possible displayed at the point of payment, advising those paying to expect a receipt. Receipts must be numbered in sequence and must
Page 22
22 be retained for inspection in the manner required by the Chief Finance Officer. The Chief Finance Officer may specify the arrangements made for the issue of receipts by Services. 9.10 In conjunction with finance business partners, Strategic Leads will ensure that all tills and other money-handling arrangements in use within their functions are secure, both physically and in respect of the integrity of records. The Chief Finance Officer may issue detailed guidance on the operation of cash tills/floats and other money handling systems. 9.11 The Chief Finance Officer has authority to approve additional income streams and income collection locations this also includes online payments. 9.12 The Chief Finance Officer is responsible for all debit and credit card transactions. Any income stream that accepts card payments must use a Payment Card Industry Data Security Standards compliant system. All card processing systems require approval of the Chief Finance Officer and the Senior Information Risk Owner. Receipting 9.13 All income must be timeously paid in full into the appropriate Council bank account, except where the approval of the Chief Finance Officer has been given. The Chief Finance Officer may specify the minimum frequency, in each case, at which income will be banked. 9.14 All transfers of money between Council employees will be recorded in a manner approved by the Chief Finance Officer. 9.15 Under no circumstances will Council income be used to cash personal cheques, or for any purpose other than the proper course of Council business. Invoicing and Debt Recovery 9.16 The Council’s preferred method of income recovery is to collect at or before the point of sale. Invoices will only be issued in cases where it is not practical, reasonable or economical for income to be collected at the time of ordering or supply of the goods or services concerned. The Chief Finance Officer may, from time to time, direct that credit should not be extended to certain named individuals or bodies, or in particular circumstances. 9.17 Employees and elected members will be invoiced for all over payments in the absence of any salary mandates. 9.18 In no circumstances should services or grant funding be provided if the named individual or body has any other debts to the Council unless –
Page 23
23 • There is a legal requirement to provide the service, support or funding, or • The withholding of said service, support or funding may lead to extreme hardship, loss, injury or suffering of an individual. Any exception to this requires the approval of the Chief Finance Officer. 9.19 In conjunction with finance business partners, Strategic Leads will be responsible for the prompt and accurate raising of invoices, including the correct treatment of VAT and the appropriate use of financial codes. The Chief Finance Officer may issue detailed guidance on the raising of invoices. 9.20 The Chief Finance Officer will be responsible for the prompt and accurate issue of Sales Ledger invoices and reminders, on the basis of the information produced by Strategic Leads. The Chief Finance Officer will determine the form and timing of any reminders. 9.21 All postal remittances will be received in accordance with arrangements approved by the Chief Finance Officer, who may issue guidance on the appropriate arrangements for opening mail, accounting for and banking income. Each Strategic Lead should have their own internal guidelines for banking income which requires approval by the Chief Finance Officer. Non-payment, Write-offs and Credit Notes 9.22 The Chief Finance Officer will determine the most appropriate course of action in cases of non-payment, having considered the views of the relevant Strategic Lead. This may include the use of set off. 9.23 The Chief Finance Officer will have the power to write off debts or unpaid rents for inclusion in the Annual Accounts. 9.24 The Chief Finance Officer will determine the most appropriate course of action in cases of the incorrect raising of charges. Only accounts raised incorrectly should be corrected by the raising of a credit note. 9.25 Any financial arrangement made by an officer to repay a Council debt where the payment term exceeds 24 months requires approval from the Chief Finance Officer. The Receipt of Grants 9.26 Strategic Leads will put in place arrangements to ensure that all grant applications submitted relate to the Council’s objectives. 9.27 In conjunction with finance business partners, Strategic Leads will be responsible for the prompt and accurate submission of all grant claims
Page 24
24 on behalf of the Council. The Chief Finance Officer may issue further guidance on the procedures for the application for, and the receipt of, grants. 9.28 Strategic Leads must ensure that any conditions attached to the grant must be complied with.
Page 25
25 10. PETTY CASH ACCOUNTS 10.1 Petty cash advances may be used for making small payments, or as a change float. The Chief Finance Officer will specify an upper limit to the size of individual petty cash payments, or to the type of payments that can be made in this way. 10.2 Petty cash accounts will only be operated with the approval of the Chief Finance Officer, who may specify the value of each float. 10.3 The Chief Finance Officer will maintain a register of all petty cash accounts and holders of those accounts. Strategic Leads will ensure that the number and size of petty cash accounts will be the minimum necessary to facilitate transactions. Strategic Leads will regularly review the use made of petty cash within their Services and will inform the Chief Finance Officer of any amendments that may be required. 10.4 Petty cash transactions will be recorded in a form approved by the Chief Finance Officer. Strategic Leads will ensure that petty cash payments are authorised in writing, in a manner approved by the Chief Finance Officer. All petty cash expenditure will be supported by receipted vouchers. 10.5 Each petty cash account will be the responsibility of a nominated employee. Strategic Leads will inform the Chief Finance Officer of the names of all such employees within the area of their responsibility. The nominated employee will account for the use of the petty cash to the Chief Finance Officer when required. 10.6 Petty cash will be kept in a credit balance at all times. Strategic Leads will ensure that petty cash balances are checked by employees who are independent of the day to day operation of the account. This should be done each month, or at a frequency agreed with the Chief Finance Officer. A record should be made of each inspection in a form acceptable to the Chief Finance Officer. Any material discrepancy should be reported to the relevant Strategic Lead, who will ensure that appropriate action is taken. 10.7 Where appropriate, the Chief Finance Officer may open a bank account for use by a petty cash holder. Such an account may not be overdrawn at any time. 10.8 No Council income will be paid into a petty cash account or used for petty cash expenditure, without the approval of the Chief Finance Officer. 10.9 Petty cash accounts will not be used for cashing personal cheques. No money will be removed from, or paid into a cash float, other than in the proper course of Council business.
Page 26
26 10.10 The Chief Finance Officer may issue additional guidance on procedures relating to the operation of petty cash accounts.
Page 27
27 11. EXPENDITURE ON SUPPLIES, SERVICES AND WORKS Placing Orders 11.1 In placing orders for supplies, services and works, Strategic Leads will comply with the delegation and tendering procedures set out in the Council’s Scheme of Administration and Contract Rules. 11.2 Strategic Leads will ensure that all orders placed within their area of responsibility properly relate to the Council’s activities and that resources are available from within the approved budget. 11.3 Where relevant, supplies, services and works will be ordered in accordance with the Council’s: • Corporate Procurement Strategy • Contract Rules • Procurement Toolkit • Purchase Order Best Practice Guidelines 11.4 All contracts for goods or services should refer to the Council’s standard terms and conditions most appropriate to the category of expenditure, selected from the following: • Conditions of Contract for Consultancy Services • Conditions of Contract for the Provision of Services • Conditions of Contract for the Purchase of Goods • Conditions of Contract for the Provision of Goods with a Related Service • Conditions of Contract Supply of Software and or Software Support • Contracts for works should be agreed under a standard form of construction contract, e.g. those devised by the Institute of Civil Engineers (ICE i.e. NEC3, NEC4) or Joint Contracts Tribunal (SBCC contracts). 11.5 Where an appropriate contract exists with the Council or other approved Collaborative Purchasing Body; supplies, services and works should be ordered from the contracted suppliers. 11.6 All Council orders for the supply of goods, services and works must be raised on PECOS (Professional Electronic Commerce On-line System) or a relevant approved corporate system. An approved order will be issued to the supplier in all cases except where the payment provisions within the contract provide for a formal method of certification or other process whereby application is made for payment for the Council to thereafter assess.
Page 28
28 11.7 All approved orders will be given to the supplier in writing in advance, except in the following cases: (i) Where the approval of the Chief Finance Officer has been obtained; (ii) In emergency situations, in which case an appropriate order will be issued by the close of business the next working day, marked as “Confirmation Order”. 11.8 Strategic Leads will put in place arrangements to ensure that all purchases are authorised by an appropriate person. All purchase orders will be authorised by an approved signatory. 11.9 The Chief Finance Officer will specify the records to be kept in respect of purchasing or credit card transactions. 11.10 In conjunction with finance business partners, Strategic Leads will maintain a register of employees authorised to approve purchases within their area of responsibility, specifying the delegation limits in each case. The Chief Finance Officer will maintain a register of authorised persons and will require Strategic Leads to provide such information in the prescribed format as necessary to ensure the authorised signatory database is kept up to date. 11.11 In conjunction with finance business partners, Strategic Leads will ensure that all purchases made in their area of authority are charged to an appropriate accounting code within their area of responsibility. The Receipt of Supplies, Services and Works 11.12 Strategic Leads will put in place arrangements to ensure that the supplies, services and works ordered are received and are as ordered in terms of specification, price, quality, quantity and the time and place of delivery. The receipt of goods, services and works will be recorded in a manner acceptable to the Chief Finance Officer. 11.13 Strategic Leads will put in place procedures to ensure that all orders raised in PECOS are promptly receipted in PECOS in accordance with the relevant guidance. 11.14 Strategic Leads will ensure that, where relevant, stock records and inventories are promptly updated in respect of goods received. Payments 11.15 Strategic Leads will put in place arrangements to ensure that invoices are correct and authorised for payment by an appropriate person. The Chief Finance Officer will maintain a register of authorised persons
Page 29
29 and will require Strategic Leads, in conjunction with finance business partners, to provide such information in the prescribed format as necessary to ensure the authorised signatory database is kept up to date. 11.16 Strategic Leads will ensure that each payment is authorised only where: (i) it relates to a properly authorised purchase by the Council. (ii) the relevant goods, services or works have been received by the Council. (iii) it is arithmetically correct, including any calculations relating to discounts, VAT, etc. (iv) the payment value is in accordance with the authorised order, contract or purchasing card records. (v) payment has not previously been made. (vi) an acceptable VAT invoice is received, and the correct rate of VAT is applied. 11.17 The Chief Finance Officer will ensure that all invoice payments are processed through the Purchase Ledger Module of Integra and must refer to the appropriate purchase order number in the relevant field of Integra. Refer to Invoice Best Practice Guidelines. In exceptional circumstances invoices can be processed through the banking system with prior approval from the Chief Finance Officer. 11.18 The Chief Finance Officer will process approved payments, subject to any further enquiries that are considered necessary including sight of invoice and backup documentation and specifically in regard to invoices/individual payments of £75,000 or over. 11.19 Payments may be made in advance or outwith the appropriate credit terms only on approval from Chief Finance Officer, the only exception being where there is specific prior committee approval. The Chief Finance Officer may issue additional guidance on types of payment that may be made in this way and the procedure to be followed. 11.20 The Council’s standard credit terms are 30 days following date of invoice. For clarity invoice dates should be on or after the date the relevant goods/supplies are received by the Council. The Chief Finance Officer may issue additional guidance on the acceptability of credit terms for different categories / types of payment. 11.21 With the support of finance business partners, Strategic Leads must ensure that any purchase made within their service by a credit card is
Page 30
30 valid and appropriate and the transaction is properly accounted for. The Chief Finance Officer will ensure periodic compliance checks are undertaken (as a minimum this must be completed annually). 11.22 All payment methods must be approved by the Chief Finance Officer and supplementary guidance may be issued. Self-Directed Support 11.23 Procedures have been prepared by the Chief Officer, Health & Social Care to accommodate these changes. The procedures will be subject to the agreement and approval of the Chief Finance Officer.
Page 31
31 12. PAYROLL General 12.1 The Corporate Human Resource Manager will be responsible for the prompt and accurate processing of salaries, expenses and related payments to employees and former employees of the Council, elected members and outside organisations. The Corporate Human Resource Manager will also be responsible for the processing of statutory and any other deductions from pay. 12.2 The Corporate Human Resource Manager will notify the Strategic Leadership Team whenever any matter arises relating to conditions of service or pensions that may affect any such payments. 12.3 Strategic Leads will provide the Corporate Human Resource Manager with sufficient information regarding employees and elected members within their area of responsibility to enable the correct payments to be made. It is the responsibility of the Strategic Lead – Legal & Governance or designated individual to advise elected members on all matters arising from this section of these Regulations. 12.4 The Corporate Human Resource Manager may issue additional guidance on the submission of payroll input, specifying the form of each document, the timescale to be adhered to, and the required level of authorisation for employees and members. 12.5 In conjunction with finance business partners, Strategic Leads will provide the Corporate Human Resource Manager with up-to-date specimen signatures of authorising employees in the prescribed format. The Corporate Human Resource Manager will maintain a database and ensure this is used to check the validity of all payroll documentation. 12.6 The Corporate Human Resource Manager will issue establishment lists on a monthly basis. Should any variances be identified by Strategic Leads, they will notify the Corporate Human Resource Manager. 12.7 In conjunction with finance business partners, Strategic Leads will be responsible for the annual reconciliation of the above establishment lists. This exercise will be based on the September establishment list and be returned by 31 October each year. 12.8 The Chief Finance Officer has a responsibility to maintain oversight of the payroll function and all related activities, reporting, by exception, to the Chief Executive.
Page 32
32 Additional Payments/Deductions and Other Allowances 12.9 The Corporate Human Resource Manager will be responsible for the prompt and accurate payment to employees, and elected members, of additional payments/deductions and other allowances such as the payment of travel, overtime, sickness, maternity, paternity, adoption and other allowances in accordance with statutory and Council policy requirements. 12.10 Strategic Leads will be responsible for ensuring the prompt submission of accurate claims for processing, within their area of responsibility, in accordance with statutory and Council policy. 12.11 The Corporate Human Resource Manager will ensure that adequate procedures are in place for checking claims for additional payments/deductions and other allowances, to ensure compliance with statutory provisions and Council policy. 12.12 The Corporate Human Resource Manager will inform Strategic Leads of any change to the approved allowances/deductions, or any other factor that may affect the payment/deductions made. 12.13 The Corporate Human Resource Manager will issue additional guidance on the submission of payroll input for additional payments/deductions and other allowances, specifying the form of each document, the process required, the timescale to be adhered to, and the required level of authorisation. 12.14 Strategic Leads will inform the Corporate Human Resource Manager annually of all payments made on behalf of, (e.g. attendance at conferences, travel, accommodation) and income received from, elected members. The Strategic Leadership Team should not make payments to or reimburse elected members. Overpayments 12.15 The Chief Finance Officer will be responsible for ensuring Council procedures are followed for the recovery of all overpayments and are dealt with in accordance with section 9.
Page 33
33 13. TREASURY MANAGEMENT 13.1 The Chief Finance Officer will be responsible for all decisions relating to treasury management. 13.2 The Council will create and maintain, as the cornerstones for effective treasury management: (i) a treasury management policy statement, stating the policies, objectives and approach to risk management of its treasury management activities. (ii) suitable treasury management practices (TMPs), setting out the way the organisation will seek to achieve those policies and objectives, and prescribing how it will manage and control those activities. (iii) the content of the policy statement and TMPs will follow the recommendations of the Treasury Management in the Public Services Code of Practice, subject only to amendment where necessary to reflect the circumstances of this organisation. Such amendments will not result in the organisation materially deviating from the Code’s key principles. (iv) The Council will receive reports on its treasury management policies, practices and activities, including, as a minimum, an annual Investment & Treasury Strategy and plan in advance of the year, and an annual report after its close, in the form prescribed in the TMPs. Other updates may be provided to the Finance & Resources Committee of through elected member briefings. (v) The Council is responsible for the implementation and regular monitoring of its treasury management policies and practices and delegates the responsibility for the execution and administration of treasury management decisions to the Chief Finance Officer, who will act in accordance with the organisation’s policy statement, TMPs and the CIPFA Standard of Professional Practice on Treasury Management. (vi) The Council is responsible for ensuring effective scrutiny of the treasury management strategy and policies. 13.3 The Chief Finance Officer will maintain records of all borrowings and investments and will have custody of all documentation relating to stocks, bonds and mortgages. 13.4 All investments of money will be in the name of the Council and be within lending limits approved by the Council.
Page 34
34 13.5 Strategic Leads will inform the Chief Finance Officer of any exceptional cash flows relating to their area of responsibility that may have an impact on the management of the Council’s funds. The Chief Finance Officer may issue additional guidance in this area. 13.6 The Chief Finance Officer will set and monitor appropriate Prudential Indicators in respect of capital expenditure and treasury management, with regard to affordability, prudence and sustainability and will report all relevant matters which are required to be taken into account to the Council. In determining such matters, due regard will be given to asset management, stewardship and strategies and follow a full option appraisal of all alternative service methods.
Page 35
35 14. INSURANCE AND FINANCIAL RISK MANAGEMENT 14.1 The Chief Finance Officer will be responsible for the appropriate provision of insurance cover. 14.2 The Chief Finance Officer will assess the financial risks faced by the Council and will determine the most appropriate course of action in each case. In doing this, the Chief Finance Officer will consult the Strategic Leadership Team, who will provide whatever information may be necessary to enable this to be done. The Chief Finance Officer will maintain a record of each financial risk area identified and evaluated. 14.3 The Chief Finance Officer may issue detailed guidance giving advice on measures to reduce or eliminate any financial risks that may be identified. 14.4 The Strategic Leadership Team will promptly inform the Chief Finance Officer of any new financial risks within their area of responsibility that may come to light. 14.5 The Chief Finance Officer will make the most appropriate insurance arrangements for each risk area, either through an external insurer, by means of an internal insurance fund or by self-insurance. The Chief Finance Officer will report to the Council setting out the insurance arrangements in place. 14.6 The Chief Finance Officer or appointed agent will negotiate all insurance claims. No admission of liability will be made by a Council employee in connection with any claim made by an outside body or individual. In each case, the Strategic Leadership Team will provide the Chief Finance Officer with a full report on the circumstances surrounding the insurance claim in accordance with whatever arrangements the Chief Finance Officer may prescribe. 14.7 The Chief Finance Officer may issue additional guidance on the processing of insurance claims. 14.8 The Strategic Leadership Team will inform the Chief Finance Officer of all circumstances that may have an impact on the Council’s insurance cover, prior to entering into contractual agreements. 14.9 Strategic Leads will inform the Chief Finance Officer of any amendments / deletions of safes or other secure containers. 14.10 Strategic Leads will be responsible for ensuring all individuals, consultants, suppliers and contractors that are employed, engaged or contracted by the Council are covered by the appropriate level and types of insurance. The Chief Finance Officer may issue guidance on appropriate insurance arrangements.
Page 36
36 15. SECURITY 15.1 Strategic Leads will be responsible for the maintenance of buildings under their control and safe custody of buildings, vehicles, stores, equipment, cash, financial stationery, Council records and any other asset under their control. 15.2 The Chief Finance Officer will be responsible for the security of cheque stationery and other related financial documents. 15.3 Strategic Leads will inform the Chief Finance Officer of all circumstances in which cash is held by Council employees under their direction. The Chief Finance Officer may specify a maximum limit to any such holdings, and this will not be exceeded. 15.4 In all cases where Council employees may receive cash or other assets from outside bodies or individuals, Strategic Leads will issue personal identification cards showing a photograph of the holder. Such Council employees will identify themselves whenever reasonably required to do so. 15.5 Strategic Leads will nominate individuals to be responsible for the security of each safe or secure storage area. All keys to safes / lock- fast cupboards should at all times be kept in a secure location / manner. There should be adequate arrangements for the transfer of this responsibility at times of absence. 15.6 Spare keys should always be kept, in a secure manner acceptable to the Chief Finance Officer. Any loss of keys will be reported to the Chief Finance Officer, who may issue advice on the action to be taken.
Page 37
37 16. PHYSICAL ASSETS Land, Buildings and Infrastructure 16.1 The Strategic Leads – Property and Legal & Governance will maintain a register of all land, buildings and infrastructure owned by the Council (excluding dwellings provided under the Housing Acts). 16.2 The Strategic Lead – Housing & Communities will maintain a register of all land, buildings and infrastructure owned by the Council relating to dwellings provided under the Housing Acts. 16.3 The Strategic Lead – Property must give prior authorisation to all changes to the Council’s property estate. Changes to the estate are defined as; acquisitions, new builds, disposals, leasing-in, leasing-out, demolitions and vacating premises through staff movement. 16.4 The Strategic Lead - Legal and Governance will be responsible for the custody of all Title Deeds. 16.5 The Strategic Lead – Customer & Digital will be responsible for maintaining asset inventories of IT hardware. 16.6 The Strategic Lead - Property will be responsible for the maintenance of buildings under their control and for the custody of all other physical assets including furniture, fittings and equipment within their service. Vehicles 16.7 The Strategic Lead – Environment & Infrastructure will be responsible for the management of all the Council’s vehicles which require an Operator’s Licence and will maintain an inventory of such vehicles and may require other Strategic Leads to provide such information as is necessary to enable this to be done. 16.8 The Strategic Lead – Environment & Infrastructure will be responsible for the maintenance of all such vehicles as are mentioned above and for all legal requirements relating to the ownership of the Council’s vehicles. 16.9 The use of all Council vehicles will be recorded in a manner approved by the Strategic Lead – Environment & Infrastructure. Stock 16.10 Strategic Leads will be responsible for stocks of material in their control. Stocks will be maintained at an efficient level, having regard to such factors as purchase price, the rate and regularity of issue and storage costs.
Page 38
38 16.11 Strategic Leads will maintain up to date stock records, in a manner approved by the Chief Finance Officer. 16.12 Strategic Leads will ensure that stocks are checked by employees who are independent of the normal stock recording process. This should be done at least annually at 31 March of each year. A record will be made of each inspection, in a form acceptable to the Chief Finance Officer. Any material discrepancy will be reported to the Chief Finance Officer, who will determine the most appropriate course of action. 16.13 Strategic Leads may issue detailed guidance on the procedures for year-end stocktaking within their own functions. 16.14 Exceptions from undertaking year-end stocktaking can be granted on the basis of materiality at the discretion of the Chief Finance Officer. Disposal of Surpluses 16.15 Strategic Leads will identify surplus or unused items under their control. In these cases, reasonable attempts will be made to find an alternative use within the Council. 16.16 Where no such alternative use is found the items will be disposed of, in accordance with arrangements approved by the Strategic Leadership Team that secure best value for the Council. Use of Council Property 16.17 Council property will not be removed from Council premises or used other than for the proper purposes of Council business, except with the permission of the relevant Strategic Lead.
Page 39
39 17. COMMON GOOD FUNDS 17.1 The Council’s Financial Regulations will apply to the activities of elected members and employees in respect of Common Good Funds. 17.2 The Chief Finance Officer will maintain a register of all Common Good Funds. 17.3 The Strategic Lead – Housing & Communities has authority to authorise expenditure from approved Common Good budgets. 17.4 The Chief Finance Officer will be the financial advisor to the Common Good Fund Committees and may report on any issue relating to the financial position of any Fund. 17.5 The Chief Finance Officer will determine, prior to the commencement of each financial year, the amount of, and period over which, any fixed deposits within the Council’s Loans Fund are made for each Common Good Fund. 17.6 The Chief Finance Officer will be responsible for preparing the Annual Accounts of the Common Good Funds and will make appropriate arrangements for the audit of these accounts. 17.7 The Common Good Funds will be within the scope of internal audit review.
Page 40
40 18. SCHOOL FUNDS, COMFORT FUNDS AND PRIVATE PROPERTY 18.1 This section applies to School Funds, Comfort Funds and others of a similar nature that are managed by the Council or its employees in the course of their duties. These unofficial funds can be defined as any fund other than official Council funds operated in the name of Perth & Kinross Council. 18.2 Strategic Leads are authorised to open and operate School Funds and Comfort Funds bank accounts. 18.3 In conjunction with finance business partners, Strategic Leads will maintain an up to date register of all School Funds, Comfort Funds and private property held within their Service and will provide such information to the Chief Finance Officer as required. 18.4 School Funds and Comfort Funds will be the responsibility of a named employee, who will be responsible for the funds and will be accountable to the Council for its administration. 18.5 All accounts for School Funds, Comfort Funds will bear the name of the establishment to which they relate, along with their purpose. 18.6 In conjunction with finance business partners, Strategic Leads must ensure that all bank accounts are reconciled on a monthly basis. 18.7 All transactions will require the approval of two authorised signatories. In conjunction with finance business partners, Strategic Leads will put in place adequate arrangements for nominating authorised signatories, who will require the approval of the relevant senior officer. Any departures from this requirement will require the approval of the Chief Finance Officer. 18.8 In conjunction with finance business partners, Strategic Leads will ensure that Annual Accounts are produced for any fund under their control, and that these are independently audited / examined (as appropriate) by a suitable person. The Chief Finance Officer may make directions as to the form of accounts or the arrangements for audit. 18.9 The regulations described in Section 7 - Internal Audit, will apply to voluntary and unofficial funds. 18.10 In certain circumstance the Council will manage client funds for individuals either through Social Work Appointee, Access to Funds or both. Procedures have been prepared in line with legislation and Department for Work & Pensions and Office of Public Guardian. The procedures will be subject to the agreement and approval of the Chief Finance Officer.
Page 41
41 19. FEES, GIFTS AND HOSPITALITY General 19.1 These regulations should be read in conjunction with the Gifts and Hospitality Policy and Procedures, the Employee Code of Conduct and the Elected Members Code of Conduct or such further guidance that may be issued. 19.2 Strategic Leads will put in place proper arrangements to ensure that no decision taken within an area under their control is improperly influenced by any benefit received (by a person representing the Council) from any outside individual or body. These arrangements will be subject to the approval of the Chief Finance Officer.