DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA
|
|
- Kory Byrd
- 8 years ago
- Views:
Transcription
1 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
2 DISTRIBUTION LIST Audit Team Head of GLA Audit: Steve Hutton Audit Manager: Mark Woodley Report Distribution List Tom Middleton, Head of Performance & Governance Mark Roberts, Executive Director of Secretariat Ed Williams, Head of Committee & Member Services/Monitoring Officer David Gallie, Assistant Director of Finance
3 CONTENTS EXECUTIVE SUMMARY Page Background 1 Audit Assurance 1 Areas of Effective Control 1 Key Risk Issues for Management Action 2 FINDINGS AND RECOMMENDATIONS Review Objectives 3 Scope 3 Adherence with best practice and statutory requirements 3 Roles and Responsibilities 4 Monitoring Arrangements 6 Management Information and Reporting Arrangements 7 ACTION PLAN Risk and Assurance Definitions 11 Risks and Recommendations 12
4 EXECUTIVE SUMMARY 1. Background 1.1 The audit was carried out as part of the 2011/12 audit plan. 1.2 The objectives of the Greater London Authority (GLA) Corporate Governance, Strategic Planning and Performance Frameworks are to ensure that the GLA is able to achieve its overall purpose and outcomes in an ethical, effective and efficient way. 1.3 At the outset of the review the potential key risks to the achievement of service objectives were identified as: Ill-defined GLA corporate governance, strategic planning and performance monitoring frameworks Non-compliance with legislation and recognised best practice Ill defined objectives and outcomes Lack of understanding/definition of new areas of business Lack of clarity on roles, responsibilities and accountabilities Lack of transparency with inaccurate information available to members / staff Insufficient arrangements to manage, plan and deliver change Inadequate performance criteria and measurement Ineffective integration of new areas of business and ineffective management of interdependencies Inconsistency in application of standards Ineffective reporting and communication arrangements 2. Audit Assurance Full Assurance There is particularly effective management of key risks and business objectives are being achieved. 3. Areas of Effective Control 3.1 Clearly defined corporate governance, strategic planning and performance frameworks are in place which are regularly reviewed in order to ensure they are in line with best practice and meet statutory requirements. 3.2 Processes have been established to ensure that the objectives and outcomes of the new areas of GLA business resulting from the devolution programme are clearly defined, properly approved and effectively communicated. Adequate controls have been implemented to ensure that the devolution programme is effectively managed. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 1
5 EXECUTIVE SUMMARY 3.3 The roles and responsibilities of London Assembly members, committees and GLA staff are clearly stated and properly approved. Clear objectives and outcomes are in place. All GLA staff have received corporate governance training. 3.4 Comprehensive monitoring arrangements are in place for new and existing areas of GLA business. Transparency of the GLA decision making process is maintained through the London Assembly s scrutiny function. 3.5 Adequate management information is produced regularly and is properly scrutinised. 4. Key Risk Issues for Management Action 4.1 The planned revision of the member s induction scheme needs to reflect changes in the corporate governance framework resulting from the Localism Act 2011 and the change of administration. Members may not be aware of key corporate governance issues. 4.2 The quarterly GLA Group monitoring report is not being discussed on a timely basis by the Budget Monitoring Sub-committee. The Budget Monitoring Sub-committee may be asked to comment upon out of date information. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 2
6 5. Review Objectives 5.1 Our overall objective was to review the effectiveness of the control frameworks for corporate governance, strategic planning and performance. In particular: 6. Scope The GLA corporate governance, strategic planning and performance frameworks are clearly defined, based on recognised best practice, meet statutory requirements and are reviewed regularly. In this instance, we will take into account the work already conducted in the GLA led review of corporate governance; The objectives and outcomes for the new areas of business and related interdependencies are clearly defined, properly approved and effectively communicated. Adequate controls are in place to ensure that deliverables are managed, monitored effectively and on a timely basis; Lines of accountability and roles and responsibilities are properly identified, clearly documented, properly approved and effectively integrated, with appropriate training, into the GLA corporate governance, strategic planning and performance management frameworks; The governance, strategic planning and performance monitoring arrangements will be reviewed for completeness and consistency and reported on post implementation; Accurate management information is produced on a regular basis, reviewed and reported accordingly. 6.1 Our review assessed the effectiveness of the control framework supporting the Mayoral strategies and initiatives. We examined the processes in place for corporate governance, strategic planning and performance management operated by the London Assembly and the GLA. 6.2 This review originally comprised of two separate audits, one looking at Corporate Governance and the other Strategic Planning and Performance. Following discussions with the GLA it was decided to combine the two reviews due to the links between the two subjects. 7. Adherence with best practice and statutory requirements 7.1 The GLA has a three year Strategic Plan for 2010/12 in place. The plan is reviewed annually and the plan was updated for 2011/12 in June The plan is approved by the Major and also contains the authority budget which is approved by the London Assembly. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 3
7 7.2 The Strategic Plan is comprised of two parts, the first part sets out the Mayor s vision for London and outlines the key deliverables for the GLA and the key milestones for the achievement of these deliverables, the quarter they are planned to be completed and the responsible the Mayoral Adviser and GLA officer. The updated Strategic Plan for 2011/12 contains 57 deliverables. The second part of the plan is the Budget Book which details the budget for each GLA unit, the responsible officer, the unit s purpose and key objectives. 7.3 Due to the GLA election in May 2012 it is planned to issue a projects and budgets book for 2012/13. This will cover the main areas of the strategic plan and include the new parts of GLA business resulting from the devolution programme but will take into account the limitations caused by the elections. 7.4 In line with best practice the GLA has a GLA Group Corporate Governance Framework Agreement which was last published in May The framework agreement aims to demonstrate the commitment of the GLA s elected members, Mayoral appointees, members of the boards of the functional bodies, and officers within the Group to behave in an open and transparent way and to be properly accountable for their actions and behaviours. The agreement sets the terms on which interaction between the various functional bodies, the mayor s office and the assembly should take place. Although the document is not legally binding it represents a commitment by the signatories to work together to improve the clarity and cohesion of activity across the group and to deliver more effective governance. A review of the Framework Agreement by the GLA Monitoring Officer is about to commence and it is planned that the revised Framework Agreement will be proposed to the Assembly after the GLA elections in May The revised framework will also incorporate the new areas of GLA business resulting from the devolution programme. 7.5 A GLA decision making process is in place which highlights the principle decision making processes which are carried out by the Major, the London Assembly and GLA staff. 7.6 All policies and procedures regarding corporate governance, strategic planning and performance monitoring are held in the relevant sections of the GLA intranet and internet sites. 8. Roles and Responsibilities 8.1 The GLA maintains a comprehensive set of procedures which outline how it will carry out its roles and responsibilities. Up to date schemes of delegation are in place for the Mayoral Functions, Functions of the London Assembly and the Head of Paid Service with the most recent updates taking place in October 2011, July 2011 and November 2009 respectively. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 4
8 8.2 Roles and responsibilities of London Assembly members and committees are clearly stated. The structure, membership and terms of reference for each London Assembly Committee are agreed each year at the Assembly s annual meeting. 8.3 Up to date GLA Standing Orders are in place with the latest version issued in January 2012 following approval by the London Assembly on the 18 th January The GLA does not at present have a member/officer protocol setting out how Assembly members and the GLA will communicate and work together. A draft protocol has been reviewed informally and approved in principle by the Major and has also been presented to the Standards Committee and Business Management and Administration Committee. It is planned for the protocol to be put to the Assembly at its meeting on the 7 th March, in addition the Mayor will be asked to approve the protocol. 8.5 A mandatory Corporate Governance e-learning module for all GLA staff was launched in August The module resulted from a request by the Corporate Governance Steering Group and provides an introduction to corporate governance and covers key issues such as the code of conduct, decision making and financial regulations and contains a series of questions aimed at testing understanding. In addition the module provides links to key corporate governance documentation. Completion of the e-learning module is included as part of the induction programme for all new staff. Corporate governance is also included in the GLA Induction Seminar. A corporate health indicator is in place for the provision of corporate governance training with a target of 100% for new starters and 100% for refresher training at each change in administration. All current GLA staff have received the training and a monitoring system is in place to ensure all new members of staff including those who have joined as part of the devolution programme complete the training. It is planned to provide refresher training for all GLA staff following the GLA election in May The refresher training will consider any changes to the corporate governance framework resulting from the change in administration. 8.6 There is no corporate governance training scheme in place for members. A member s handbook is available on the GLA intranet site but is does not provide an introduction to the corporate governance framework. It is planned to refresh the member s induction scheme which was last used in 2008 after the GLA election in May 2012 and that it will include corporate governance training. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 5
9 Risk and Recommendation There is a risk that members are unaware of key corporate governance issues leading to non-compliance with policies and procedures we therefore recommend that the revised member s induction scheme includes any changes to the corporate governance framework arising from the Localism Act 2001 and the change in administration. 8.7 An up to date code of conduct for members and code of ethics and standards for GLA staff are in place. Both codes are available on the GLA intranet and internet sites and define the standards of personal behaviour which members and employees are required to follow. The codes were last reviewed and revised in 2010/11. The code of conduct for members is currently being reviewed in order to ensure that it covers the requirements of the Localism Act A draft copy of the revised code of conduct for members was presented to the Business Management and Administration Committee for comment on the 15 th December 2011 and the Standards Committee on the 18 th January It is planned that the revised code conduct for members will be in place when the new administration comes into being following the GLA Election on the 3 rd May Monitoring Arrangements 9.1 A monthly report of all GLA expenditure over 500 is published on the GLA internet site. The report is also presented to the Budget Monitoring Subcommittee. 9.2 A formal complaints procedure is in place for both members and staff. The complaints procedure is currently being revised by the GLA Monitoring Officer in order to meet the requirements set by the Localism Act Adequate processes are in place for recording outstanding actions resulting from monitoring performance. The review of lists of actions completed and outstanding is a standing item on all committee agendas. Minutes and transcripts are produced of all committee meetings and published on the GLA internet site. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 6
10 9.4 As a result of the Localism Act 2011 from the 1 st July 2012 it will no longer be a statutory requirement to maintain a Standards Committee. The Committee is responsible for promoting and maintaining high standards of conduct by the Mayor, Assembly Members, and co-opted members of the Assembly s committees and sub-committees. At the Standards Committee meeting on the 18 th January 2012 it was decided that the Committee would only meet to deal with its statutory responsibilities regarding complaints made against GLA members. The Assembly s Business Management and Administration Committee on the 29 th February 2012 will be asked to approve proposals under which the other Standards Committee responsibilities such as the monitoring of expenses will be transferred to the London Assembly Audit Panel. 9.5 Assurances are provided by Internal and External Audit on the control environment in place in the GLA. The Audit Panel meets on a quarterly basis to discuss internal control matters and both the Internal and External Auditors produce an annual report which gives an opinion on the control environment in place in the GLA. 9.6 A formal process for integrating the new areas of business resulting from the devolution programme is in place. A Devolution Programme Board and working party were established to plan and monitor the integration process. In addition regular updates on the devolution programme are provided to the Business Management and Administration Committee. A lessons learnt review was carried out for the integration of the London Development Agency which highlighted issues such as the need for a standardisation of documentation and data and its distribution in the GLA. An action plan was established in order to ensure that the lessons learnt were integrated into the devolution programme. As part of the 2012/13 Internal Audit plan it is proposed that a review of the devolution programme is carried out as part of an audit of External Funding and Project Management. 10. Management Information and Reporting Arrangements 10.1 As part of the London Assembly s scrutiny function it is required to hold ten Mayor s Question Times during which the Mayor presents a report to the London Assembly. The report also includes details of all Mayoral and Director Decisions which have taken place since the previous Mayor s Question Time. In addition the Mayor may be given the opportunity by the Chair of Mayor s Question Time to provide an oral update on any matters which have taken place since the date that the Mayor s Question Time report was published. The Mayor and relevant members of GLA staff are questioned on issues covering the GLA s duties. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 7
11 10.2 Comprehensive procedures are in place to ensure the transparency of decisions made within the GLA. Mayoral decisions which cover the approval of new or significant initiatives and cover all proposals where the expenditure is over 50,000 are listed publicly on the GLA internet site. Director decisions and delegated decisions made regarding the 2012 Olympic and Paralympic games are also listed publicly on the GLA internet site. Templates are used to record both Mayoral and Directors decisions and signed copies are published on the GLA internet site. In addition both sets of decisions are reported to the Budget Monitoring Sub-committee and included as part of the Mayor s report to the Assembly Transparency is further enhanced by the London Datastore which is held on the GLA internet website. The Datastore provides datasets for the GLA and GLA Group, London Boroughs and other organisations such as the London Ambulance Service and NHS London. The site offers the opportunity for members of the public to suggest datasets which can be included in the Datastore The Mayor of London s annual report outlines the achievements of the GLA for the preceding year. The report is in two parts, the first part highlights key achievements for the year whilst the second provides a detailed breakdown of the performance of the GLA and the wider GLA group. Part two also provides an update on the progress made against each of the Mayoral Strategies and provides details of GLA performance against a series of corporate health indicators An annual governance statement is produced by the Mayor and the Head of Paid Service and is included as part of the annual statement of accounts. The statement outlines the corporate governance framework in place, the results of an annual review of governance and the response to any significant governance issues raised during the year In 2011 the Authority reviewed its corporate governance framework in order to ensure that it is consistent with the principles of the 2007 CIPFA/SOLACE Framework Delivering Good Governance in Local Government A process is in place for the regular monitoring and review of corporate governance issues within the GLA. The Corporate Governance Steering Group meets on a monthly basis and is chaired by the Director of Resources. The Steering Group s key roles are to ensure that the GLA s corporate governance procedures are up to date and to promote staff awareness and adherence to corporate governance procedures. Current issues the Steering Group is dealing with include the approach to strategic planning for 2012/13 and the implementation of the new standards regime resulting from the Localism Act February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 8
12 10.8 The GLA Finance Team produces monthly budget monitoring reports for Directors and Cost Centre Managers The reports are discussed by the Head of each unit with their link accountant and results of these discussions and any actions required are recorded The GLA Performance Team is responsible for the monitoring and reporting on GLA performance. A quarterly GLA Group monitoring report covering financial performance, progress of GLA projects, progress against Strategic Plan deliverables and performance against eighteen corporate health indicators is presented to the Budget Monitoring Sub-committee. Each deliverable is rated to indicate the level to which the projects are progressing according to plan. Key milestones are recorded and comments on progress are provided by the responsible Directorate. The 2011/12 Strategic Plan contains 57 deliverables and the most recent monitoring report for quarter /12 showed that 40 were marked as green and 17 as amber with no marked as red. The monitoring report provides a comprehensive review of financial performance with analysis of over and under-spends The timeliness of information provided in the quarterly GLA monitoring report to the Budget Monitoring sub-committee could be improved. The sub-committee considered the quarter 1 information at its meeting on 18 th October. The final agenda deadline for the reports to be printed on the agenda was the 7 th October and the Assembly received the last quarterly report (GLA) on 4 October. Similarly, for the December meeting, the LDA and LFEPA reports were provided on 2 nd December, the final date for inclusion on the agenda for the meeting on 11 th December. The Budget Monitoring sub-committee therefore held its meeting within 2 weeks of receiving the relevant quarterly reports on each occasion and within 3 days of the final deadline for inclusion on the agenda. Although it is appreciated that the timing of meetings is decided by the Assembly and need to be timed to accommodate the meetings of the functional bodies' boards which must first consider the information being presented there is a need to where possible provide more up to date information as the review of the quarterly report is a key part of the sub-committee s terms of reference. Risk and Recommendation There is a risk that members are asked to comment on out of date information we therefore recommend that the quarterly GLA monitoring report is updated to reflect any changes which have taken place between the end of the quarter and the sub-committee meeting An annual report is produced by the London Assembly outlining the work carried out by London Assembly members in scrutinising the work of the Major and the performance of the GLA. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 9
13 10.12 GLA Projects are approved and monitored by the Investment and Performance Board which meets monthly. A monitoring report is provided to the Board which outlines progress in the implementation of GLA projects. Projects for the new areas of GLA business resulting from the devolution programme have been included in this process Since 2000 the Annual London Survey has taken place in order to identify the views of Londoners on a number of issues such as transport and policing. The results of the survey are published on the GLA internet site. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 10
14 RISK CATEGORISATION RISK AND AUDIT ASSURANCE STATEMENT - DEFINITIONS Assurance Level Assurance Criteria 1 Full There is particularly effective management of key risks and business objectives are being achieved. 2 Substantial Key risks are being managed effectively, however some controls need to be improved to ensure business objectives are met. 3 Limited Some improvement is required to address key risks before business objectives can be met. 4 No Significant improvement is required to address key risks before business objectives can be met. There is a sound framework of control operating effectively to achieve business objectives. The framework of control is adequate and controls to mitigate key risks are generally operating effectively. A number of controls to mitigate key risks are not operating effectively. The control framework is inadequate and controls in place are not operating effectively to mitigate key risks. The business area is open to abuse, significant error or loss and/or misappropriation. Definitions of Risk Ratings Priority Categories recommendations according to their level of priority. 1 Critical risk issues for the attention of senior management to address control weakness that could have significant impact upon not only the system, function or process objectives, but also the achievement of the organisation s objectives in relation to: The efficient and effective use of resources The safeguarding of assets The preparation of reliable financial and operational information Compliance with laws and regulations. 2 Major risk issues for the attention of senior management to address control weaknesses that has or is likely to have a significant impact upon the achievement of key system, function or process objectives. This weakness, whilst high impact for the system, function or process does not have a significant impact on the achievement of the overall organisational objectives. 3 Other recommendations for local management action to address risk and control weakness that has a low impact on the achievement of the key system, function or process objectives ; or this weakness has exposed the system, function or process to a key risk, however the likelihood is this risk occurring is low. 4 Minor matters need to address risk and control weakness that does not impact upon the achievement of key system, function or process or process objectives; however implementation of the recommendation would improve overall control. February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 11
15 ACTION PLAN Ref. Findings and Risk Priority Recommendations Accepted Responsibility Target Date 8.6 The planned revision of the member s 2 The revised member s induction scheme Yes Head of Committee & Member In the induction scheme needs to reflect includes any changes to the corporate Services aftermath changes in the corporate governance governance framework arising from the of the framework resulting from the Localism Localism Act 2001 and the change in 2012 GLA Act 2011 and the change of administration. elections administration. Members may be unaware of key corporate governance issues leading to non-compliance with policies and procedures The quarterly GLA monitoring report is not discussed on a timely basis by the provided to the Budget Monitoring subcommittee. Members may be asked to comment on out of date information. 3 The quarterly GLA monitoring report is updated to reflect any changes which have taken place between the end of the quarter and the Budget Monitoring sub-committee meeting. Yes Assistant Director of Finance and Head of Performance & Governance On-going on a quarterly basis February 2012 Corporate Governance, Strategic Planning and Performance Frameworks 12
Appendix 1e. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA. Performance Management Framework
Appendix 1e DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA Performance Management Framework DISTRIBUTION LIST Audit Team David Esling, Head of Audit and Assurance - Risk Management
More informationDIRECTORATE OF AUDIT, RISK FF AND ASSURANCE. Appendix 2a FOLLOW UP REVIEW OF CORPORATE BUSINESS CONTINUITY
DIRECTORATE OF AUDIT, RISK FF AND ASSURANCE Internal (Foundry Audit Forms Service San/ Font size to 20/ the RBG: 160, GLA 160, 170) Appendix 2a FOLLOW UP REVIEW OF CORPORATE BUSINESS CONTINUITY DISTRIBUTION
More informationDIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA
Appendix 2c DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA Review of Programme and Project Management Framework- Strategic Land and Property DISTRIBUTION LIST Audit Team David
More informationAppendix 1C. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA PAYROLL CONTROL FRAMEWORK
Appendix 1C DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA PAYROLL CONTROL FRAMEWORK DISTRIBUTION LIST Audit Team Prakash Gohil, Audit Manager Karen Walker, Risk and Assurance
More informationAppenidx 1a. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF HOUSING COMPLIANCE AUDIT PROGRAMME
Appenidx 1a DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF HOUSING COMPLIANCE AUDIT PROGRAMME DISTRIBUTION LIST Audit Team David Esling, Head of Audit and Assurance
More informationAppendix 1e DIRECTORATE OF AUDIT, RISK AND ASSURANCE INTERNAL AUDIT SERVICE TO THE GLA
Appendix 1e DIRECTORATE OF AUDIT, RISK AND ASSURANCE INTERNAL AUDIT SERVICE TO THE GLA REVIEW OF PAYROLL February 2012 DISTRIBUTION LIST Audit Team Karen Welsh, Auditor Prakash Gohil, Audit Manager Distribution
More informationDIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA. Appendix 1b REVIEW OF CHEQUE HANDLING PROCESS
DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA Appendix 1b REVIEW OF CHEQUE HANDLING PROCESS DISTRIBUTION LIST Audit Team Prakash Gohil, Audit Manager Report Distribution List
More informationItem 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
More informationAnnual 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
More informationThe SDNPA has agreed the following statement as an expression of the values that will govern the behaviour of its staff and Members:
Agenda Item 9 Appendix 1 DRAFT LOCAL CODE OF CORPORATE GOVERNANCE Introduction Corporate Governance has been defined 1 as being: how local government bodies ensure that they are doing the right things,
More informationAnnual 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
More informationThe NHS Foundation Trust Code of Governance
The NHS Foundation Trust Code of Governance www.monitor-nhsft.gov.uk The NHS Foundation Trust Code of Governance 1 Contents 1 Introduction 4 1.1 Why is there a code of governance for NHS foundation trusts?
More informationAudit and Performance Committee Report
Audit and Performance Committee Report Date: 3 February 2016 Classification: Title: Wards Affected: Financial Summary: Report of: Author: General Release Maintaining High Ethical Standards at the City
More informationDIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF THE IT STRATEGY AND IMPLEMENTATION CONTROL FRAMEWORK
Appendix 1b DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF THE IT STRATEGY AND IMPLEMENTATION CONTROL FRAMEWORK DISTRIBUTION LIST Audit Team Steve Hutton, Head of
More informationProject 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
More informationRISK MANAGEMENT FRAMEWORK. 2 RESPONSIBLE PERSON: Sarah Price, Chief Officer
RISK MANAGEMENT FRAMEWORK 1 SUMMARY The Risk Management Framework consists of the following: Risk Management policy Risk Management strategy Risk Management accountability Risk Management framework structure.
More informationHow To Be Accountable To The Health Department
CQC Corporate Governance Framework Introduction This document describes the components of CQC s Corporate Governance Framework: what it is intended to achieve, what the components of the Framework are
More informationPerformance Detailed Report. May 2008. Review of Performance Management. Norwich City Council. Audit 2007/08
Performance Detailed Report May 2008 Review of Performance Management Audit 2007/08 External audit is an essential element in the process of accountability for public money and makes an important contribution
More informationBridgend 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
More informationAppendix 1c. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF INTERNET- BASED NETWORK SECURITY
Appendix 1c DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF INTERNET- BASED NETWORK SECURITY DISTRIBUTION LIST Audit Team David Esling, Head of Audit Assurance, Risk
More informationRequest for feedback on the revised Code of Governance for NHS Foundation Trusts
Request for feedback on the revised Code of Governance for NHS Foundation Trusts Introduction 8 November 2013 One of Monitor s key objectives is to make sure that public providers are well led. To this
More informationPolicy Document Control Page
Policy Document Control Page Title Title: Information Governance Policy Version: 5 Reference Number: CO44 Keywords: Information Governance Supersedes Supersedes: Version 4 Description of Amendment(s):
More informationPage 7. Area Served: Borough Wide Chair of the Committee: Cllr Tim Crowley
Report to: Date: Report of: Audit Committee Page 7 27 th September Executive Head Policy and Customer Services Agenda Item 4 Ward Location: Not Applicable Author(s) and Contact Phone Number(s): Gill Bull,
More informationPublic Records (Scotland) Act 2011. Healthcare Improvement Scotland and Scottish Health Council Assessment Report
Public Records (Scotland) Act 2011 Healthcare Improvement Scotland and Scottish Health Council Assessment Report The Keeper of the Records of Scotland 30 October 2015 Contents 1. Public Records (Scotland)
More informationRMBC s Governance Framework for Significant Partnerships
RMBC s Governance Framework for Significant Partnerships 1.0 Introduction 1.1 Corporate governance describes how organisations direct and control what they do. For a council, this includes how it relates
More informationWHY HAS THIS REPORT COME TO THE MEMBER DEVELOPMENT PANEL? The Strategy was last refreshed in 2012 and needs to remain relevant and fit for purpose.
MDP 260914 Item 8 MEMBER DEVELOPMENT STRATEGY REFRESH EXECUTIVE MEMBER: Cllr Gillian Troughton LEAD OFFICER: Lindsay Tomlinson REPORT AUTHOR: Lindsay Tomlinson WHY HAS THIS REPORT COME TO THE MEMBER DEVELOPMENT
More informationThe Audit Committee self-assessment checklist
GOOD PRACTICE The Audit Committee self-assessment checklist 2nd edition January 2012 Financial Management and Reporting 2 The Audit Committee self-assessment checklist Our vision is to help the nation
More informationNHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY INFORMATION GOVERNANCE TOOLKIT REPORT
NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY INFORMATION GOVERNANCE TOOLKIT REPORT 9.7 Date of the meeting 15/07/2015 Author Sponsoring Clinician Purpose of Report Recommendation J Green - Head
More informationGovernance and Audit Committee 23 November 2015
Agenda Item 7 Governance and Audit Committee 23 November 2015 Welland Internal Audit Consortium Internal Audit Plan & Performance Update 2015/16 Purpose of report: To provide Members with information on
More informationInformation Governance Policy. 2 RESPONSIBLE PERSON: Steve Beeho, Head of Integrated Governance. All CCG-employed staff.
Information Governance Policy 1 SUMMARY This policy is intended to ensure that staff are fully aware of their Information Governance (IG) responsibilities, so that they can effectively manage and best
More informationAberdeen City Council. Performance Management Process. External Audit Report o: 2008/19
Aberdeen City Council Performance Management Process External Audit Report o: 2008/19 Draft Issued: 11 February 2009 Final Issued: 6 April 2009 Contents Pages Pages Management Summary Introduction 1 Background
More informationLancashire County Council Information Governance Framework
Appendix 'A' Lancashire County Council Information Governance Framework Introduction Information Governance provides a framework for bringing together all of the requirements, standards and best practice
More informationDIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA INTERIM REVIEW OF ROYAL ALBERT DOCK PROCUREMENT
DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA INTERIM REVIEW OF ROYAL ALBERT DOCK PROCUREMENT DISTRIBUTION LIST Audit Team David Esling, Head of Audit and Assurance Phil Drysdale,
More informationData Quality - A Review of the Audit Committee
AGENDA ITEM 6 TRANSPORT FOR LONDON AUDIT COMMITTEE SUBJECT: DATA QUALITY REVIEW 2007/08 DATE: 25 NOVEMBER 2008 1 PURPOSE AND DECISION REQUIRED 1.1 As part of its assessments of TfL, the Audit Commission
More informationRisk Management Strategy
Risk Management Strategy 2010 RISK MANAGEMENT STRATEGY 1 INTRODUCTION 1.1 What is Risk Management? 1.1.1 Risk can be defined as uncertainty of outcome (whether positive opportunity or negative threat).
More informationInformation Governance Framework and Strategy. November 2014
November 2014 Authorship : Committee Approved : Chris Wallace Information Governance Manager CCG Senior Management Team and Joint Trade Union Partnership Forum Approved Date : November 2014 Review Date
More informationProcess for reporting and learning from serious incidents requiring investigation
Process for reporting and learning from serious incidents requiring investigation Date: 9 March 2012 NHS South of England Process for reporting and learning from serious incidents requiring investigation
More informationWest 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
More informationFinancial Management Framework >> Overview Diagram
June 2012 The State of Queensland (Queensland Treasury) June 2012 Except where otherwise noted you are free to copy, communicate and adapt this work, as long as you attribute the authors. This document
More informationCode of Corporate Governance
www.surreycc.gov.uk Making Surrey a better place Code of Corporate Governance October 2013 1 This page is intentionally blank 2 CONTENTS PAGE Commitment to good governance 4 Good governance principles
More informationA Question of Balance
A Question of Balance Independent Assurance of Information Governance Returns Audit Requirement Sheets Contents Scope 4 How to use the audit requirement sheets 4 Evidence 5 Sources of assurance 5 What
More informationAppendix 1c. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF INCIDENT AND PROBLEM MANAGEMENT
Appendix 1c DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF INCIDENT AND PROBLEM MANAGEMENT DISTRIBUTION LIST Audit Team David Esling, Head of Audit Assurance, Risk
More informationFundamental Performance Review Partnership Working 4
Report title Agenda item Fundamental Performance Review Partnership Working 4 Meeting Performance Management & Community Safety Panel 19 May 2008 Date Report by Document Number Director of Corporate Services
More informationwww.monitor.gov.uk The NHS Foundation Trust Code of Governance
www.monitor.gov.uk The NHS Foundation Trust Code of Governance About Monitor Monitor is the sector regulator for health services in England. Our job is to protect and promote the interests of patients
More informationThe University s responsibilities and its arrangements for internal audit Internal audit protocol 2014/15 to 2016/17
The University s responsibilities and its arrangements for internal audit Internal audit protocol 2014/15 to 2016/17 Summary This paper sets out the University s current obligations and arrangements for
More informationInformation Governance Strategy
Information Governance Strategy ONCE PRINTED OFF, THIS IS AN UNCONTROLLED DOCUMENT. PLEASE CHECK THE INTRANET FOR THE MOST UP TO DATE COPY Target Audience: All staff employed or working on behalf of the
More informationProcurement and Contract Management Strategy 2013-2017
Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date
More informationExternal Performance Assessment Improvement Plan 2006/8 - Monitoring 6
Report title Agenda item External Performance Assessment Improvement Plan 2006/8 - Monitoring 6 Meeting Performance Management & Community Safety Panel 15 September 2008 Date Report by Document Number
More informationCENTRAL LINCOLNSHIRE LOCAL PLAN HIGHLIGHT REPORT
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
More informationAudit Report for South Lakeland District Council. People and Places Directorate Neighbourhood Services. Audit of Grounds Maintenance
Audit Report for South Lakeland District Council People and Places Directorate Neighbourhood Services Audit of Grounds Maintenance Cumbria Shared Internal Audit Service: Internal Audit Report 7 th November
More informationAPPENDIX 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
More informationReview of the Assurance and Approval Processes applicable to Investment Projects Progress Update
Finance and Policy Committee Date: 17 June 2015 Item: Review of the Assurance and Approval Processes applicable to Investment Projects Progress Update This paper will be considered in public 1 Summary
More informationPROJECT 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
More informationSubject: ANNUAL GOVERNANCE STATEMENT 2014/15
ITEM NO: 7 Report To: OVERVIEW (AUDIT) PANEL Date: 21 September 2015 Reporting Officer: Ben Jay Assistant Executive Director (Finance) Wendy Poole Head of Risk Management and Audit Services Subject: ANNUAL
More informationINTERNAL AUDIT FINAL REPORT. Project Management. June 2013
Broxbourne Borough Council Contract Audit Project Management APPENDIX E INTERNAL AUDIT FINAL REPORT Project Management June 2013 Ref 18.12/13 June 2013 Page 1 Broxbourne Borough Council Contract Audit
More informationRisk Management Strategy & Implementation Plan 2014 2016
St George s Healthcare NHS Trust: the next decade Risk Management Strategy & Implementation Plan 2014 2016 DRAFT VERSION 6.0 UPDATED 19.11.14 Executive summary We know, from external assurances received
More informationContract Management Guideline
www.spb.sa.gov.au Contract Management Guideline Version 3.2 Date Issued January 2014 Review Date January 2014 Principal Contact State Procurement Board Telephone 8226 5001 Contents Overview... 3 Contract
More informationAnnual Governance Statement 2014/2015
Annual Governance Statement 2014/2015 This is a signed statement by the Executive Leader and Chief Executive certifying that governance arrangements are adequate and operating effectively within the Council.
More informationDraft Corporate Governance Standard for Central Government Departments
2015 Draft Corporate Governance Standard for Central Government Departments FOR PUBLIC CONSULTATION CONTENTS About this Standard... 1 Governance Principles... 3 Part 2 - Governance Framework... 7 Chapter
More informationNHS North Durham Clinical Commissioning Group. Information Governance Strategy 2015/16
NHS North Durham Clinical Commissioning Group Information Governance Strategy 2015/16 Document Status Equality Impact Assessment Document Ratified/Approved By Final No impact Risk and Audit Committee/Governing
More informationInformation Governance Strategy
Information Governance Strategy Document Status Draft Version: V2.1 DOCUMENT CHANGE HISTORY Initiated by Date Author Information Governance Requirements September 2007 Information Governance Group Version
More informationBPU Head of Service Position Statement
BPU Head of Service Position Statement The aim of this paper is to provide a position statement regarding the identified BPU functions within the Annual Council Reporting Framework. Workforce It is considered
More informationPDNPA Project Management Peak District National Park Authority Internal Audit Report 2014/15
Audit, Resources and Performance Committee 20 March 2015 Item 10 Appendix 2 PDNPA Project Management Peak District National Park Authority Internal Audit Report 2014/15 Business Unit: Project Management
More informationDue Process for INTOSAI Professional Standards
I N T O S A I Due Process for INTOSAI Professional Standards - Procedures for developing, revising and withdrawing International Standards of Supreme Audit Institutions (ISSAIs) and INTOSAI Guidance for
More informationRISK MANAGEMENT POLICY AND STRATEGY. Document Status: Draft. Approved by. Appendix 1. Originator: A Struthers. Updated: A Struthers
Appendix 1 RISK MANAGEMENT POLICY AND STRATEGY Document Status: Draft Originator: A Struthers Updated: A Struthers Owner: Executive Director Corporate Services Version: 01.01.03 Date: 30/3/14 Approved
More informationNHS Heywood, Middleton and Rochdale Community Health Care
NHS Heywood, Middleton and Rochdale Community Health Care Quality Account 2010-2011 Page 1 of 11 Contents Page Part 1 1.0 Statement from the Managing Director 3 Part 2 2.0 Priorities for Improvement and
More informationINFORMATION GOVERNANCE AND DATA PROTECTION POLICY
INFORMATION GOVERNANCE AND DATA PROTECTION POLICY WN CCG Information Governance & Data Protection Policy July 2013 1 Document Control Sheet Name of Document: Information Governance & Data Protection Policy
More informationThe Regulatory Framework for Social Housing in England Governance and Financial Viability standard requirement: Governance Annual Assessment
East Thames Group The Regulatory Framework for Social Housing in England Governance and Financial Viability standard requirement: Governance Annual Assessment 1 Context 1.1 Under the Regulatory Framework,
More informationThe 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
More informationDisability ACT. Policy Management Framework
Disability ACT Policy Management Framework OCT 2012 Disability ACT Policy Management Framework Version October 2012 Page 1 of 19 1. Context... 3 1.1 Purpose... 3 1.2 Scope... 3 1.3 Background... 3 1.4
More informationRisk Management Strategy
Authors Name & Title: Joan Matthews Risk Manager, Hazel Holmes Director of Nursing Scope: Trust Wide Classification: Non Clinical Strategy Replaces:, v3.1 To be read in conjunction with the following documents:
More informationFinancial Planning Assessment Vale of Glamorgan County Borough Council. Audit year: 2013-14 Issued: January 2015 Document reference: 620A2014
Financial Planning Assessment Vale of Glamorgan County Borough Council Audit year: 2013-14 Issued: January 2015 Document reference: 620A2014 Status of report This document has been prepared for the internal
More informationHow To Manage A Corporate Council
JOB DESCRIPTION POST: SERVICE: GRADE: Audit and Governance Manager Corporate Governance and Support SE1 MAIN PURPOSE The Governance Manager will form part of the Council s bronze level of management and
More informationAuditing data protection a guide to ICO data protection audits
Auditing data protection a guide to ICO data protection audits Contents Executive summary 3 1. Audit programme development 5 Audit planning and risk assessment 2. Audit approach 6 Gathering evidence Audit
More information2.0 RECOMMENDATIONS Members of the Committee are asked to note the information contained within this report.
REPORT TO: SCRUTINY COMMITTEE 25 JUNE 2013 REPORT ON: REPORT BY: INTERNAL AUDIT REPORTS CHIEF INTERNAL AUDITOR REPORT NO: 280-2013 1.0 PURPOSE OF REPORT To submit to Members of the Scrutiny Committee a
More informationDraft Internal Audit Report Software Licensing Audit. December 2009
Draft Internal Audit Report Software Licensing Audit December 2009 Contents Page Executive Summary 3 Observations and Recommendations 6 Appendix 1 Audit Framework 9 Appendix 2 - Staff Interviewed 10 Statement
More informationCorporate Health and Safety Policy
Corporate Health and Safety Policy November 2013 Ref: HSP/V01/13 EALING COUNCIL Table of Contents PART 1: POLICY STATEMENT... 3 PART 2: ORGANISATION... 4 2.1 THE COUNCIL:... 4 2.2 ALLOCATION OF RESPONSIBILITY...
More informationCompliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector
Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector Background The Treasury issued TPP 09-05 Internal Audit and Risk Management Policy for the New South
More informationInformation Governance Strategy :
Item 11 Strategy Strategy : Date Issued: Date To Be Reviewed: VOY xx Annually 1 Policy Title: Strategy Supersedes: All previous Strategies 18/12/13: Initial draft Description of Amendments 19/12/13: Update
More informationCumbria Constabulary. Business Continuity Planning
Cumbria Constabulary Business Continuity Planning 0 Cumbria Shared Internal Audit Service Images courtesy of Carlisle City Council except: Parks (Chinese Gardens), www.sjstudios.co.uk, Monument (Market
More informationInformation Governance Policy
Information Governance Policy Version: 4 Bodies consulted: Caldicott Guardian, IM&T Directors Approved by: MT Date Approved: 27/10/2015 Lead Manager: Governance Manager Responsible Director: SIRO Date
More informationDraft Annual Governance Statement
Draft Annual Governance Statement APPENDIX Scope of Responsibility The Isle of Wight Council is responsible for ensuring that its business is conducted in accordance with the law and proper standards and
More informationDepartment of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles
Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles Governance Framework for Special Purpose Vehicles Table of Contents Executive Summary...3
More informationFINANCIAL REPORTING COUNCIL GUIDANCE ON BOARD EFFECTIVENESS
FINANCIAL REPORTING COUNCIL GUIDANCE ON BOARD EFFECTIVENESS MARCH 2011 Contents Paragraph Numbers Preface The Role of the Board and Directors 1.1 1.23 An Effective Board 1.1 1.3 The Role of the Chairman
More informationInformation 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:
More informationMeeting Health and Public Services Committee Date Wednesday 3 November 2010. Chamber, City Hall, The Queen's Walk, London, SE1 2AA
AGENDA Meeting Health and Public Services Committee Date Wednesday 3 November 2010 Time Place 2.30 pm Chamber, City Hall, The Queen's Walk, London, SE1 2AA Copies of the reports and any attachments may
More informationNSW Government ICT Benefits Realisation and Project Management Guidance
NSW Government ICT Benefits Realisation and Project Management Guidance November 2014 CONTENTS 1. Introduction 1 2. Document purpose 1 3. Benefits realisation 1 4. Project management 4 5. Document control
More informationRegulatory Standards of Governance and Financial Management
Regulatory Standards of Governance and Financial Management 5. Regulatory Standards of Governance and Financial Management Introduction 5.1. This section sets out our Regulatory Standards of Governance
More informationAppendix 1c. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF NETWORK/INTERNET SECURITY
Appendix 1c DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA REVIEW OF NETWORK/INTERNET SECURITY DISTRIBUTION LIST Audit Team Prakash Gohil, Audit Manager Steven Snaith, Risk
More informationAwarding body monitoring report for: English Speaking Board (International) Ltd (ESB) May 2009. Ofqual/09/4637
Awarding body monitoring report for: English Speaking Board (International) Ltd (ESB) May 2009 Ofqual/09/4637 2009 Office of the Qualifications and Examinations Regulator 2 Contents Introduction...4 Regulating
More informationAudit of Business Continuity Planning
Cumbria Office of the Police & Crime Commissioner Audit of Business Continuity Planning 0 Cumbria Shared Internal Audit Service Images courtesy of Carlisle City Council except: Parks (Chinese Gardens),
More informationHow To Balance Sheet Of Group Agency
London Development Agency Closing Financial Statements To 31 March 2012 0 AUDITED FINANCIAL STATEMENTS 2011/12 CONTENTS Page Explanatory Foreword to the Financial Statements...3 Statement of Responsibilities
More informationNHS Newcastle Gateshead Clinical Commissioning Group. Information Governance Strategy 2015/16
NHS Newcastle Gateshead Clinical Commissioning Group Information Governance Strategy 2015/16 Document Status Equality Impact Assessment Document Ratified/Approved By Approved No impact NHS Quality, Safety
More informationRISK MANAGEMENT STRATEGY 2014-17
RISK MANAGEMENT STRATEGY 2014-17 DOCUMENT NO: Lead author/initiator(s): Contact email address: Developed by: Approved by: DN128 Head of Quality Performance Julia.sirett@ccs.nhs.uk Quality Performance Team
More informationRECORDS MANAGEMENT POLICY
RECORDS MANAGEMENT POLICY Version 8.0 Purpose: For use by: This document is compliant with /supports compliance with: To outline the lifecycle of a record and to provide guidance on retention and disposal
More informationVale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011
Vale of Glamorgan Overview Report: Review of HR and Workforce Planning November 2011 Content 1 Introduction 1 2. Review Findings 3 3. The Way Forward 17 2012 Grant Thornton UK LLP. All rights reserved.
More informationOxford City Council Managing Capital Projects
www.pwc.co.uk Internal Audit Report 2014/2015 August 2015 Oxford City Council Managing Capital Projects Table of Contents 1. Executive Summary... 3 2. Background and scope... 5 3. Detailed findings...
More informationInformation Governance Framework
Information Governance Framework Authorship: Chris Wallace, Information Governance Manager Committee Approved: Integrated Audit and Governance Committee Approved date: 11th March 2014 Review Date: March
More informationInformation Management Assessment Action Plan Review
Information Management Assessment Action Plan Review The National Archives October 2012 Background The Information Management Assessment (IMA) programme is the bestpractice model for government bodies
More informationEnterprise Risk Management Policy
Enterprise Risk Management Policy A Framework for Managing Opportunity and Risk Date: 27 November 2015 Version: 13.0 Classification: Unclassified Authors: Julie Holland - Risk Management Facilitator Quality
More information