CENTRAL LINCOLNSHIRE LOCAL PLAN HIGHLIGHT REPORT
|
|
- Bruno Newton
- 2 years ago
- Views:
Transcription
1 Public Sector Auditing.. Private Sector Thinking CENTRAL LINCOLNSHIRE LOCAL PLAN HIGHLIGHT REPORT Date: 7 th November 2014 Author: Rachel Abbott Principal Auditor Introduction & Scope The National Planning Policy Framework (2012) requires all planning authorities to produce a Local Plan. The aim of the Local Plan is to prepare plans and policies that help create places that are sustainable and attractive to live in. The Local Plan should work together with other plans and policies, such as economic, housing and environmental strategies. This audit has been commissioned by Lincolnshire County Council, North Kesteven District Council and West Lindsey District Council as part of their 2014/15 audit plan provide via Audit Lincolnshire. These three authorities form 75% of the Central Lincolnshire Local Plan Partnership (CLLPP) which is tasked with delivering a Local Plan for Central Lincolnshire. Our highlight report also intends to inform the forth partner, City of Lincoln Council. We are seeking to provide assurance on a broad range of the elements of the CLLPP, including: Governance arrangements of the partnership Project management of the Local Plan Staffing and resources adequacy now and in future years Contract management of external planning experts Quality assurance processes over the evidence base Stakeholder engagement and consultation Financial sustainability of the partnership This highlight report provides details of our findings on the first two areas reviewed - Governance arrangements of the partnership and project management of the Local Plan. Page 1 of 8
2 Key Messages Governance Arrangements Some Improvement Needed Our review of the Local Plan governance found effective arrangements in place: An appropriate structure is in place to govern delivery of the local plan and there is evidence that this is effective in practice Roles and responsibilities are defined in terms of reference and there is evidence showing these are followed in the approval of key decisions A Local Development Scheme is in place which provides a timetable for delivery of the local plan in compliance with legislation Delivery of the local plan is monitored and reported on a regular basis throughout the governance structure Information presented is reliable complete and accurate We are suggesting some improvements in the Coordination of Delivery Group, which to date has not been entirely effective in delivering its objectives. We hope a revised approach to the operation of these meetings to maintain a high level decision making forum along with a refreshed commitment to the group from Senior Management at all partners will help the group achieve its purpose. Project Management Some Improvement Needed We reviewed project management of the local plan and identified some areas where improvements could be made: The risk of not having a 5 year housing land supply should be added to the strategic risk register to ensure there is regular formal and transparent monitoring and reporting on this risk and the progress made in reducing the risk. Communication and information sharing on progress could be improved upon by allocating an overall programme manager to funnel all information to the CLSG Project management should be enhanced further by introducing an issues log and a change process and log. We are also able to provide assurance that: The projects are being managed by experienced project managers. A master programme document is being maintained and is regularly reported to the Head of Planning and CLSG. Consideration of interdependencies is included in the various projects and across the programme. A strategic risk register is in place, maintained and reported to CLSG monthly. We were able to track feedback (lessons learnt) from the Core strategy to the action being taken to ensure the same questions will be answered for the local plan. Page 2 of 8
3 We have included full detail of findings, along with our recommendations and managements agreed actions in the action plan below Page 3 of 8
4 Action Plan Finding Recommendation Agreed Action Priority We recommend the partners take a High series of actions to ensure this group achieves its objectives, including: 1 We reviewed the effectiveness of the Coordination of Delivery (COD) Group to provide assurance to partners. Our discussions and observations found this has been unsuccessful in achieving its purpose and objectives to date and needs to do more to provide enough evidence to show that infrastructure delivery is aligned to the local plan. We found: - Attendance at COD meetings of District Director's or Heads of Service is very low, with substitutes of much lower decision making power standing in. - The low senior attendance has stopped the group being able to reduce barriers and unblock issues as effectively as they otherwise might have. - The programme register is missing vital information such as interdependencies and key links, resources and funding and does not link projects to risk or prioritise works in relation to the local plan. - The programme register is not kept up to date so the 'by exception' discussion of this has become a line by Page 4 of 8 - Updating the COD Terms of Reference to ensure that purpose and objectives are correct and meeting frequency and membership is up to date. This should ultimately be approved by CLSG to ensure agreement and commitment from the top. - Ensure meetings are scheduled so as to maximise attendance from Senior Management of all partners. - Ensure meetings are conducted as a high level decision making forum and not allowed to be railroaded into detailed information updating sessions. - Nominate a lead for each partner who will be responsible for ensuring that project data relating to their organisation is kept up to date within Infohub. - Update the programme register to ensure all projects include all information needed to provide a complete picture. - Link projects to a risk rating in the register and prioritise these so they can CLSG had previously identified the need to review the working of the Coordination of Delivery (CoD) Group. A discussion occurred at the CoD meeting on 4 November which will result in a revised terms of reference being drafted including recommendations on attendees at the meeting. The detailed recommendation from the Audit report will be addressed by this work. CoD meets every two months at present and this action will be completed by March 2015.
5 line updating session meaning the group cannot deliver upon its true purpose. be considered in order of importance in relation to the local plan. Partners have recognised that this group is not delivering to its potential and at the meeting in November we observed discussion and agreement about the purpose and objectives of the group and how it can be moved forward to make it more effective. 2 Governance arrangements include the Central Lincolnshire Steering Group (CLSG), which is a Director level strategic forum with a representative from each partner. Our review of this group's meetings between February and August 2014 highlighted no director level attendance from Lincolnshire County Council (LCC); although we did not the Head of Planning for LCC did attend all meetings. To ensure a strategic perspective from all partners we would advise attendance from a LCC Director or Assistant Director at the CLSG meetings where possible. The attendance by LCC reflected changes being implemented as part of the SMR process. LCC's nominated representative on this group in the future will be the County Commissioner for Economy and Place. This action has therefore been addressed. Medium 3 The National Planning Policy Framework requires planners to 'identify and update annually a supply of specific deliverable sites sufficient to provide 5 years' worth of housing against their housing requirements'. There is currently 3.5 years supply of The shortage of supply of deliverable housing land should be classified as strategic risk and recorded on the risk register. This will ensure close regular monitoring of mitigating actions and regular reporting on progress on reducing the risk. This issue is acknowledged within the risk register reported (items 2 and 10) for the Local Plan project and its status has recently been upgraded following the special meeting of WLDC. A further specific risk reflecting the audit report recommendation will be added High Page 5 of 8
6 deliverable housing land supply and as the gap is quite large it is not expected that this can be filled in time for the local plan - this has some significant implications as without a 5 year supply it makes it more difficult to refuse planning applications as housing demand is not being met. As this was also an area highlighted as a concern during inspection of the core strategy we consider this to be high risk. to the risk register. This action has therefore been addressed. 4 The local plan project is actually a programme of many small projects which collectively will deliver the local plan. The structure has multiple project managers and reporting to the steering group can be either directly from the project manager or via the Heads of Planning Group; However this is not always consistent. This structure does create a risk that information sharing may not be adequate to ensure everyone's work is co-ordinated and any issues with ultimate production of the local plan are identified and addressed promptly. Allocation of a programme manager would benefit this with all information to the steering group going through this person. The importance of effective programme management is acknowledged. A further review will occur of the role of the Heads of Planning (HoP) group and the reporting arrangements to this group from the Local Plan team leader. This may require a review of the SLA with PCC if additional resource is required to fulfil this task. Medium 5 The Local Plan project does not have a formal change control procedure or change control log. So far change has been minimal; However it is anticipated that change will be likely next year Management should introduce a change control procedure to ensure minimal disruption from changes as the plan progresses. This should include: - How and when to request change The importance of effective change control in project management is acknowledged. In reviewing the programme manager tasks and functions regard will be had to ensuring Medium Page 6 of 8
7 when allocations are identified and assessed. Without a formal process there is a risk that change may not be managed sufficiently or consistently. 6 The Local Plan project management does not include maintaining an issues log. Whilst we can see consideration and action to deal with issues a formal issues log provides a tool for tracking and communicating issues, - Authorisation of change - Recording of change - Communication of change The project team should create and maintain an issues log. This will allow them to: - Have a safe and reliable method for the team to raise issues. - Track and assign responsibility to specific people for each issue. - Analyse and prioritise issues more easily. - Record issue resolution for future reference and project learning. - Monitor overall project health and status. a change control arrangement is agreed and implemented. A progress report is presented to CLSG. CLSG will consider changes required to this report to ensure this serves as an issues log as suggested. Actions 4, 5 and 6 will be addressed by March Medium Page 7 of 8
8 Effective Assurance Definitions 1 Our critical review or assessment on the activity gives us a high level of confidence on service delivery arrangements, management of risks, and the operation of controls and / or performance. The risk of the activity not achieving its objectives or outcomes is low. Controls have been evaluated as adequate, appropriate and are operating effectively. As a guide there are a few low risk / priority actions arising from the review. Some improvement needed Our critical review or assessment on the activity gives us a reasonable level of confidence (assurance) on service delivery arrangements, management of risks, and operation of controls and / or performance. There are some improvements needed in the application of controls to manage risks. However, the controls have been evaluated as adequate, appropriate and operating sufficiently so that the risk of the activity not achieving its objectives is medium to low. A few specific control or risk issues identified. As a guide there are low to medium risk / priority actions arising from the review. Major improvement needed Our critical review or assessment on the activity identified numerous concerns on service delivery arrangements, management of risks, and operation of controls and / or performance. The controls to manage the key risks were found not always to be operating or are inadequate. Therefore, the controls evaluated are unlikely to give a reasonable level of confidence (assurance) that the risks are being managed effectively. It is unlikely that the activity will achieve its objectives. As a guide there are numerous medium and a few high risk / priority actions arising from the review. Our work did not identify system failures that could result in any of the following: - damage to the Council s reputation - material financial loss - adverse impact on members of the public - failure to comply with legal requirements Inadequate Our critical review or assessment on the activity identified significant concerns on service delivery arrangements, management of risks, and operation of controls and / or performance. Our work identified system failures that could result in any of the following: - damage to the Council s reputation - material financial loss - adverse impact on members of the public - failure to comply with legal requirements There are either gaps in the control framework managing the key risks or the controls have been evaluated as not adequate, appropriate or are not being effectively operated. Therefore the risk of the activity not achieving its objectives is high. As a guide there are a large number of high risks / priority actions arising from the review. 1 These definitions are used as a means of measuring or judging the results and impact of matters identified in the audit. The assurance opinion is based on information and evidence which came to our attention during the audit. Our work cannot provide absolute assurance that material errors, loss or fraud do not exist. Page 8 of 8
APPENDIX C. Internal Audit Report South Holland District Council Project Management
APPENDIX C Internal Audit Report South Holland District Council Project Management Date: 20th December 2012 Contents Introduction and Scope 1 Executive Summary Assurance Opinion Key Messages 2 3 Management
External Audit BV Performance Report: Delivering Change Management and Financial Sustainability
CLACKMANNANSHIRE COUNCIL THIS PAPER RELATES TO ITEM 05 ON THE AGENDA Report to: Resources and Audit Committee Date of Meeting: 24 September 2015 Subject: External Audit BV Performance Report: Delivering
Information governance strategy 2014-16
Information Commissioner s Office Information governance strategy 2014-16 Page 1 of 16 Contents 1.0 Executive summary 2.0 Introduction 3.0 ICO s corporate plan 2014-17 4.0 Regulatory environment 5.0 Scope
Annual Governance Statement 2013/14
31 Annual Governance Statement 2013/14 1. SCOPE OF RESPONSIBILITY ESPO is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money
The Risk Management strategy sets out the framework that the Council has established.
Derbyshire County Council Management Policy Statement The Authority adopts a proactive approach to Management to achieve Best Value and continuous improvement and is committed to the effective management
Essex Fire Authority. Fleet Management. Internal Audit Report (4.12/13) 28 February 2013 FINAL. Overall Opinion
Essex Fire Authority Fleet Management Internal Audit Report (4.12/13) 28 February 2013 FINAL Overall Opinion Essex Fire Authority Fleet Management 4.12/13 CONTENTS Section Page Executive Summary 1 Action
Performance audit report. Ministry of Education: Management of the school property portfolio
Performance audit report Ministry of Education: Management of the school property portfolio Office of the Auditor-General Private Box 3928, Wellington Telephone: (04) 917 1500 Facsimile: (04) 917 1549
DERBYSHIRE COUNTY COUNCIL BUSINESS CONTINUITY POLICY
DERBYSHIRE COUNTY COUNCIL BUSINESS CONTINUITY POLICY VERSION 1.0 ISSUED JULY 2015 CONTENTS Page CONTENTS VERSION CONTROL FOREWORD i ii iii POLICY 1 Scope 1 Aim and Objectives 1 Methods and Standards 1
REGULATIONS ON OPERATIONAL RISK MANAGEMENT OF THE BUDAPEST STOCK EXCHANGE LTD.
REGULATIONS ON OPERATIONAL RISK MANAGEMENT OF THE BUDAPEST STOCK EXCHANGE LTD. Date and number of approval/modification by the Board of Directors: 36/2010 September 15, 2010 No. and date of approval by
Waveney Lower Yare & Lothingland Internal Drainage Board Risk Management Strategy and Policy
Waveney Lower Yare & Lothingland Internal Drainage Board Risk Management Strategy and Policy Page: 1 Contents 1. Purpose, Aims & Objectives 2. Accountabilities, Roles & Reporting Lines 3. Skills & Expertise
Group Risk Management Policy
Group Risk Management Policy Originator: Approval date: Policy and Strategy Team Sovini Board PCHA Board OVH Board/EMT 6 th December 2013 31 st October 2013 14 th October 2013 Review date: December 2014
ESKISP6056.01 Direct security testing
Direct security testing Overview This standard covers the competencies concerning with directing security testing activities. It includes setting the strategy and policies for security testing, and being
PROJECT MANAGEMENT FRAMEWORK
PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to
Corporate Risk Management Policy
Corporate Risk Management Policy Managing the Risk and Realising the Opportunity www.reading.gov.uk Risk Management is Good Management Page 1 of 19 Contents 1. Our Risk Management Vision 3 2. Introduction
REMUNERATION COMMITTEE
8 December 2015 REMUNERATION COMMITTEE References to the Committee shall mean the Remuneration Committee. References to the Board shall mean the Board of Directors. Reference to the Code shall mean The
The PNC Financial Services Group, Inc. Business Continuity Program
The PNC Financial Services Group, Inc. Business Continuity Program 1 Content Overview A. Introduction Page 3 B. Governance Model Page 4 C. Program Components Page 4 Business Impact Analysis (BIA) Page
1.1 Terms of Reference Y P N Comments/Areas for Improvement
1 Scope of Internal Audit 1.1 Terms of Reference Y P N Comments/Areas for Improvement 1.1.1 Do Terms of Reference: a) Establish the responsibilities and objectives of IA? b) Establish the organisational
Bridgend County Borough Council. Corporate Risk Management Policy
Bridgend County Borough Council Corporate Risk Management Policy December 2014 Index Section Page No Introduction 3 Definition of risk 3 Aims and objectives 4 Strategy 4 Accountabilities and roles 5 Risk
IT Professional Standards. Information Security Discipline. Sub-discipline 605 Information Security Testing and Information Assurance Methodologies
IT Professional Standards Information Security Discipline Sub-discipline 605 Information Security Testing and Information Assurance Methodologies December 2012 Draft Version 0.6 DOCUMENT REVIEW Document
Aberdeen City Council
Aberdeen City Council Internal Audit Report Final Contract management arrangements within Social Care & Wellbeing 2013/2014 for Aberdeen City Council January 2014 Internal Audit KPI Targets Target Dates
Information Commissioner's Office
Phil Keown Engagement Lead T: 020 7728 2394 E: philip.r.keown@uk.gt.com Will Simpson Associate Director T: 0161 953 6486 E: will.g.simpson@uk.gt.com Information Commissioner's Office Internal Audit 2015-16:
APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES
APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES Ethical Leadership and Corporate Citizenship The board should provide effective leadership based on ethical foundation. that the company
APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014
WOOLWORTHS HOLDINGS LIMITED CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 This table is a useful reference to each of the King III principles
DATA QUALITY STRATEGY
DATA QUALITY STRATEGY If you or anybody you know requires this or any other council information in another language, please contact us and we will do our best to provide this for you. Braille, Audio tape
Risk Management Policy and Process Guide
Risk Management Policy and Process Guide Status: pending Next review date: December 2015 Page 1 Information Reader Box Directorate Medical Nursing Patients & Information Commissioning Operations (including
Risk Management & Business Continuity Manual 2011-2014
ANNEX C Risk Management & Business Continuity Manual 2011-2014 Produced by the Risk Produced and by the Business Risk and Business Continuity Continuity Team Team February 2011 April 2011 Draft V.10 Page
Aberdeen City Council IT Security (Network and perimeter)
Aberdeen City Council IT Security (Network and perimeter) Internal Audit Report 2014/2015 for Aberdeen City Council August 2014 Internal Audit KPIs Target Dates Actual Dates Red/Amber/Green Commentary
Risk Management Policy. Corporate Governance Risk Management Policy
Corporate Governance Risk Management Policy Approved by the Council of Ministers, May 2006 1. Background The Isle of Man Government is working to promote better risk management, with emphasis on the importance
Strategic Alliance. Business Continuity Policy
Version 1.1 April 2016 Contents Contents Version control Foreword Policy Scope Aim and objectives Methods and standards Responsibilities Governance Training and exercises Page i ii 1 2 2 2 Version 1.1
INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES
SD 0880/10 INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES Laid before Tynwald 16 November 2010 Coming into operation 1 October 2010 The Supervisor, after consulting
Business Continuity Management Policy
Business Continuity Management Policy Business Continuity Policy Version 1.0 1 Version control Version Date Changes Author 0.1 April 13 1 st draft PH 0.2 June 13 Amendments in line with guidance PH 0.3
Project Governance A N T I C I P A T I N G A N A U D I T
Project Governance A N T I C I P A T I N G A N A U D I T Public sector Project Management characteristics Multi-million rand projects Often National interest projects Subject to intense scrutiny Uncertainty
Bedford Group of Drainage Boards
Bedford Group of Drainage Boards Risk Management Strategy Risk Management Policy January 2010 1 Contents 1. Purpose, Aims & Objectives 2. Accountabilities, Roles & Reporting Lines 3. Skills & Expertise
The Learning Zone - Project Management Arrangements
Coleg Gwent Internal Audit Report () 6 June 2012 Overall Opinion The Learning Zone - Project Management Arrangements CONTENTS Section Page Executive Summary 1 Action Plan 4 Findings and Recommendations
South East Water Corporation Finance Assurance and Risk Management Committee Charter
South East Water Corporation Finance Assurance and Risk Management Committee Charter Created: October 2012 Document number: BS 2359 Last reviewed: May 2015 1. Purpose The South East Water Corporation Board's
National Occupational Standards. Compliance
National Occupational Standards Compliance NOTES ABOUT NATIONAL OCCUPATIONAL STANDARDS What are National Occupational Standards, and why should you use them? National Occupational Standards (NOS) are statements
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
Business Continuity Management. Policy Statement and Strategy
Business Continuity Management Policy Statement and Strategy November 2011 Title Business Continuity Management Policy & Strategy Date of Publication: Cabinet Council Published by Borough Council of King
ESKITP7145.01 Manage IT service delivery performance metrics
Overview This sub-discipline covers the competencies required to manage the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring service level performance is a
ENTERPRISE RISK M A NAGEMENT POLICY
Tablelands Regional Council ENTERPRISE RISK M A NAGEMENT POLICY Draft Final Policy No: PD 3.3.1 File ref: PD 3.3.1 Policy Section: INSURANCE AND RISK MANAGEMENT Version: 1 Date Adopted: 7 July 2010 Review
Cyber Security Consultancy Standard. Version 0.2 Crown Copyright 2015 All Rights Reserved. Page 1 of 13
Cyber Security Consultancy Standard Version 0.2 Crown Copyright 2015 All Rights Reserved Page 1 of 13 Contents 1. Overview... 3 2. Assessment approach... 4 3. Requirements... 5 3.1 Service description...
CHAPTER 1: BUSINESS CONTINUITY MANAGEMENT STRATEGY AND POLICY
Zurich Management Services Limited Registered in England: No 2741053 Registered Office The Zurich Centre, 3000 Parkway Whiteley, Fareham Hampshire, PO15 7JZ CHAPTER 1: BUSINESS CONTINUITY MANAGEMENT STRATEGY
TRANSPORT FOR LONDON AUDIT COMMITTEE STRATEGIC RISK MANAGEMENT PROGRESS REPORT
AGENDA ITEM 4 TRANSPORT FOR LONDON AUDIT COMMITTEE SUBJECT: STRATEGIC RISK MANAGEMENT PROGRESS REPORT DATE: 3 MARCH 2009 1 PURPOSE AND DECISION REQUIRED 1.1 The purpose of this paper is to update the Audit
Business Continuity Policy. Version 1.0
Business Continuity Policy Version.0 January 206 Contents Contents Version control Foreword Policy. Scope.2 Aim and objectives.3 Methods and standards.4 Responsibilities.5 Governance.6 Training and exercises
Change Management Office Benefits and Structure
Change Management Office Benefits and Structure Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 The Purpose of a Change Management Office 3 The Authority of a Change
South West Lincolnshire NHS Clinical Commissioning Group Business Continuity Policy
South West Lincolnshire NHS Clinical Commissioning Group Business Continuity Policy Reference No: CG 01 Version: Version 1 Approval date 18 December 2013 Date ratified: 18 December 2013 Name of Author
Internal Audit Strategic and Annual Plans 2015/16
Internal Audit Strategic and Annual Plans 2015/16 Financial Scrutiny and Audit Committee 10 February 2015 Agenda Item No 8 Summary: This report provides an overview of the stages followed prior to the
Quality Assessment Framework Core Service Objectives
Quality Assessment Framework Core Service Objectives NIHE Supporting People Contents C1.1 Assessment and Support Planning...3 C1.2 Security, Health and Safety..11 C1.3 Safeguarding and Protection from
Employee Performance Management Policy
Employee Performance Management Policy Contents 1. Policy Statement... 2 2. Scope... 2 3. Roles and Responsibilities... 3 4. Competency Based Performance Management... 4 5. Corporate and Service Priorities
Asset Management Policy. Sutherland Shire Council. Council Online - IM/Policies - Policies & Forms - IM/Policy Asset Management1
Asset Management Policy Sutherland Shire Council Council Online - IM/Policies - Policies & Forms - IM/Policy Asset Management1 Document review and approval This document has been approved by Subject matter
River Stour (Kent) Internal Drainage Board Risk Management Strategy and Policy
River Stour (Kent) Internal Drainage Board Risk Management Strategy and Policy Page: 1 Contents 1. Purpose, Aims & Objectives 2. Accountabilities, Roles & Reporting Lines 3. Skills & Expertise 4. Embedding
LEICESTERSHIRE COUNTY COUNCIL RISK MANAGEMENT POLICY STATEMENT 2011-2012
106 LEICESTERSHIRE COUNTY COUNCIL RISK MANAGEMENT POLICY STATEMENT 2011-2012 Leicestershire County Council believes that managing current and future risk, both opportunity and threat, is increasingly vital
BUSINESS CONTINUITY MANAGEMENT FRAMEWORK
BUSINESS CONTINUITY MANAGEMENT FRAMEWORK Document Author: Civil Contingencies Service - Authorised by the CCS Joint Management Board - Version 1.0. Issued December 2012 Page 1 FRAMEWORK STATEMENT Business
Mid Suffolk District Council. Risk Management Strategy
Mid Suffolk District Council Risk Management Strategy uthor Claire Reynolds and udit Officer (Lead for Risk Management) Version Control V1 30 October 2006 pproved by Executive Committee V2 October/ November
Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area
CODE OF CORPORATE GOVERNANCE INTRODUCTION Corporate Governance is a term used to describe how organisations direct and control what they do. As well as systems and processes this includes cultures and
MARCH 2012. Strategic Risk Policy Update March 2012 v1.10.doc
MARCH 2012 Version 1.10 Strategic Risk Policy Update March 2012 v1.10.doc Document History Current Version Document Name Risk Management Policy Statement and Strategic Framework Last Updated By Alan Till
Succession Planning Policy and Procedure
Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy
Project Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee
Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee Page 1 2 Contents 1. Introduction... 3 1.1 Definition of a... 3 1.2 Why have
Confident in our Future, Risk Management Policy Statement and Strategy
Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents
Basildon District Council Financial Planning Framework
Basildon District Council Financial Planning Framework 1. Introduction The Financial Planning Framework underpins the Council s Medium Term Financial Strategy and sets out the financial planning processes
Governments implement PPP programmes in the healthcare sector for one or more of a number of reasons:
UNECE Healthcare PPP Project Team Project Brief Introduction This is a very active time globally for the healthcare sector as demand for services continues to grow exponentially, driven by rising life
DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA
Appendix 1c DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF CORPORATE GOVERNANCE, STRATEGIC PLANNING AND PERFORMANCE FRAMEWORKS INTEGRATING NEW AREAS OF GLA BUSINESS
Information Governance Strategy & Policy
Information Governance Strategy & Policy March 2014 CONTENT Page 1 Introduction 1 2 Strategic Aims 1 3 Policy 2 4 Responsibilities 3 5 Information Governance Reporting Structure 4 6 Managing Information
Note the Chief Internal Auditor s findings to date and gain assurance from Officers that key issues raised are being addressed.
Agenda Item No: 9 To: Joint Audit Committee Date: 24 September 2014 By: Chief Internal Auditor Title: Internal Audit Update Report 2014-15 Purpose of Report: The purpose of this report is to give an opinion
University of New England Compliance Management Framework and Procedures
University of New England Compliance Management Framework and Procedures Document data: Document type: Administering entity: Framework and Procedures Audit and Risk Directorate Records management system
Health and Safety Management Standards
Health and Safety Management Standards Health and Safety Curtin University APR 2012 PAGE LEFT INTENTIONALLY BLANK Page 2 of 15 CONTENTS 1. Introduction... 4 1.1 Hierarchy of Health and Safety Documents...
Risk Management Strategy and Policy. The policy provides the framework for the management and control of risk within the GOC
Annex 1 TITLE VERSION Version 2 Risk Management Strategy and Policy SUMMARY The policy provides the framework for the management and control of risk within the GOC DATE CREATED January 2013 REVIEW DATE
INTERNAL AUDIT CHARTER AND TERMS OF REFERENCE
INTERNAL AUDIT CHARTER AND TERMS OF REFERENCE CHARTERED INSTITUTE OF INTERNAL AUDIT DEFINITION OF INTERNAL AUDIT Internal auditing is an independent, objective assurance and consulting activity designed
Police and Crime Commissioner for Avon and Somerset and Avon and Somerset Constabulary
Avon and Somerset Constabulary Traffic Accidents Internal Audit Report (10.12/13) 12 February 2013 Overall Opinion: Amber/Green CONTENTS Section Page Executive Summary 1 Action Plan 5 Findings and Recommendations
RISK MANAGEMENT POLICY
RISK MANAGEMENT POLICY Issue Date: February 2010 Reviewed: July 2011 Contents Scope...3 Key Points...3 Background...3 Roles and Responsibilities...3 Classification of Risks...4 Risk Evaluation...4 Risk
National Standards for Safer Better Healthcare
National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland
Annual Governance Statement
Annual Governance Statement 2014/15 1 Fareham Borough Council Civic Offices, Civic Way, Fareham PO16 7AZ Scope of Responsibility Fareham Borough Council is responsible for ensuring that its business is
Essex Fire Authority
Internal Audit Report (2.13/.14) FINAL with the Civil Contingencies Act 1 October 2013 Contents Section Page Executive Summary 1 Action Plan 5 Findings and Recommendations 6 Debrief meeting 15 August 2013
Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
Coleg Gwent Internal Audit Report 2014/15 Staff Performance Management. Assurance Rating:
Coleg Gwent Internal Audit Report 2014/15 Staff Performance Management Assurance Rating: Distribution List: Final Report Audit Committee Principal Vice Principal, (Resources and Financial Planning)/Director
Maturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce
Maturity Model March 2006 Version 1.0 P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value Added product which is outside the scope of the HMSO
Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review
Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify
Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide
Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested
Office of the Police and Crime Commissioner for Avon and Somerset and Avon and Somerset Constabulary
Office of the Police and Crime Commissioner for Avon and Somerset and Avon and Somerset Constabulary Internal Audit Report () FINAL Risk Management: Follow Up of Previous Internal Audit Recommendations
APPENDIX: CHECKLIST COMPLIANCE WITH THE CODE
AEDIX: CHECKLIST COMLIACE WITH THE CODE lease tick to indicate = ES, = ARTIAL, = O. Where partial or no, you should give reasons for any noncompliance, and any compensating measures in place or actions
South Norfolk Council Business Continuity Policy
South Norfolk Council Business Continuity Policy 1 Title: Business Continuity Policy Date of Publication: TBC Version: 2 Published by: Emergency Planning Team Review date: April 2014 Document Owner: Document
REPORTS TO: National Vice President LOCATION: SVP House, Dublin 1
SVP Job Description JOB TITLE: Internal Auditor JOB HOLDER: Vacant REPORTS TO: National Vice President LOCATION: SVP House, Dublin 1 REGION: Council of Ireland DATE OF JOB DESCRIPTION: July 2015 1. PURPOSE
Item 10 Appendix 1d Final Internal Audit Report Performance Management Greater London Authority April 2010
Item 10 Appendix 1d Final Internal Audit Report Performance Management Greater London Authority April 2010 This report has been prepared on the basis of the limitations set out on page 16. Contents Page
West Dunbartonshire Council. Follow-up data protection audit report
West Dunbartonshire Council Follow-up data protection audit report Auditors: Lee Taylor (Audit Team Manager) Jonathan Kay (Engagement Lead Auditor) Data controller contacts: Michael Butler (Data Protection/Information
Guideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0
Quick Guide To Information Governance Policies
Quick Guide To Information Governance Policies Data Protection The Data Protection Act 1998 established principles and rights in relation to the collection, use and storage of personal information by organisations.
Community Learning and Skills Service. Contract Management 2015/16. Guidance for providers. Slough and RBWM
Community Learning and Skills Service Contract Management 2015/16 Guidance for providers Slough and RBWM CONTENTS 1. Purpose... 3 2. About East Berkshire Community Learning and Skills Service... 4 3.
Performance Management Framework
Purpose of the framework: To explain how we manage in Poole. It applies to all directly managed services of the Council. Introduction: Effective management at the council will: Ensure our goals are prioritised
A Guide to Corporate Governance for QFC Authorised Firms
A Guide to Corporate Governance for QFC Authorised Firms January 2012 Disclaimer The goal of the Qatar Financial Centre Regulatory Authority ( Regulatory Authority ) in producing this document is to provide
Contract Management. Brief 22. Public Procurement. September 2011
Brief 22 September 2011 Public Procurement Contract Management C O N T E N T S The process of contract management Contract management in practice Post contract performance review www.sigmaweb.org This
DATA QUALITY POLICY PORTFOLIO RESPONSIBILITY: CORPORATE, CUSTOMER SERVICES AND HUMAN RESOURCES CABINET 10 APRIL 2008
DATA QUALITY POLICY PORTFOLIO RESPONSIBILITY: CORPORATE, CUSTOMER SERVICES AND HUMAN RESOURCES CABINET 10 APRIL 2008 Wards Affected County-wide Purpose To approve the data quality policy. Key Decision
Shepway District Council Risk Management Policy
Shepway District Council Risk Management Policy Contents Section 1 Risk Management Policy... 3 1. Updates and amendments... 3 2. Definition... 3 3. Policy statement... 3 4. Objectives... 3 Section 2 Risk
RISK MANAGEMENT STRATEGY
RISK MANAGEMENT STRATEGY 1 Introduction The purpose of this document is to outline a which facilitates the effective recognition and management of risks facing the University. The Combined Code on Corporate
National Approach to Information Assurance 2014-2017
Document Name File Name National Approach to Information Assurance 2014-2017 National Approach to Information Assurance v1.doc Author David Critchley, Dave Jamieson Authorisation PIAB and IMBA Signed version
Project Management Framework
Information Services Project Management Framework October 2003 Document ID No. Page 1 of 1 Contents 1. Introduction Page 3 2. Use of Framework Page 3 3. Project Register and Monitoring Page 4 4. Project
Implementation of a Quality Management System for Aeronautical Information Services -1-
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
Avon & Somerset Police Authority
Avon & Somerset Police Authority Internal Audit Report IT Service Desk FINAL REPORT Report Version: Date: Draft to Management: 19 February 2010 Management Response: 12 May 2010 Final: 13 May 2010 Distribution:
LONDON CYCLE HIRE SCHEME AGREEMENT. Schedule 10 Contract Management and Reporting. Schedule 10 Contract Management and Reporting REDACTED VERSION
LONDON CYCLE HIRE SCHEME AGREEMENT Schedule 10 Contract Management and Reporting Transport for London - Version Final CCS0000151079 SCHEDULE 10 Contract Management and Reporting Procedure 1. Introduction
Business Continuity Management
Business Continuity Management Policy Statement & Strategy July 2009 Basildon District Council Business Continuity Management Policy Statement The Council is committed to ensuring robust and effective
Business Planning, Risk Management and Quality. Mike Harris Immediate Past Chairman, AOQ-QLD Manager Business Systems, AECOM
Business Planning, Risk Management and Quality Mike Harris Immediate Past Chairman, AOQ-QLD Manager Business Systems, AECOM Australian Organisation for Quality A Professional Member based Incorporated