Leeds CC review of internal audit v4  inc responses  - final

Leeds CC review of internal audit v4 inc responses - final

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Leeds City Council Review of Internal Audit 14 February 2006 KPMG LLP ABCD Contents 1 Executive Summary 2 1.1 Introduction 2 1.2 Key findings 2 1.3 Key learning points 3 1.4 The way forward 3 2 Introduction 4 2.1 Background 4 2.2 Scope and Objectives 4 2.3 Audit Approach 5 2.4 Acknowledgments 5 3 Follow up of Audit Commission’s Recommendations 2003/04 6 3.1 Introduction 6 3.2 Audit Approach 2003/04 6 3.3 2003/04 Audit Commission Recommendations Outstanding in 2004/05 7 4 Staffing, Training and Development 9 4.1 Introduction 9 4.2 Staffing Structure 9 4.3 Staffing levels 11 4.4 Staff Training and Development 13 4.5 Staff Development 13 4.6 Appraisal Framework 14 5 Audit Strategy 15 5.1 Introduction 15 KPMG LLP ABCD 1 5.2 Planning Arrangements 15 5.3 Time allocation 16 5.4 Contingency 17 5.5 Formal Approval of Operational Plan 18 Appendix 1 19 Appendix 2 22 KPMG LLP ABCD 2 1 Executive Summary 1.1 Introduction An effective Internal Audit (IA) function is required to deliver a quality, independent and objective opinion on the control environment, risk management and corporate governance to the organisation it serves. The CIPFA Code of Practice for Internal Audit in Local Government in the United Kingdom 2003 defines the way in which the internal audit service should be established and undertakes its functions. Leeds City Council assisted in the development of the Code which ...

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ABCD  
Leeds City Council
Review of Internal Audit
14 February 2006
KPMG LL P
  
 
 
 
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Contents
  
 
 
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Planning Arrangements 
5.2 5.3 Time allocation 5.4 Contingency 5.5 Formal Approval of Operational Plan
Appendix 1
Appendix 2  
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Introduction An effective Internal Audit (IA) function is required to deliver a quality, independent and objective opinion on the control environment, risk management and corporate gover nance to the organisation it serves.The CIPFA Code of Practice for Internal Audit in Local Government in the United Kingdom 2003defines the way in which the internal audit service should be established and undertakes its functions. Leeds City Council assisted in the development of the Code which provides the framework for assessment of the IA function in Leeds. Key findings We concluded that the Authoritys IA a rrangements are satisfactory and include ma ny aspects of good practice such as:   function at the Authoritya highly qualified team reflecting the skills required to satis fy the demands placed upon the IA and the auditing profession more widely;   operational plan which recognises the key risks to the authority and baseda well derived and continually updated risk plans resource allocation accordingly;   technical and non technical competences;a thorough staff appraisal system encompassing   a well developed and comprehensive training manual which has received CIPFA accreditation;  substantial investment in the Galileo budgeting and time m system which will be fundamental in future staff onitoring planning;    
1 Executive Summary
 
 
  
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1.1 1.2 
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  identify the shortage of resources withineffective planning has helped the IA function when c onsidered against the staff plan for 2005/06 and flexible working practices detail ed in section 4.3 require c ontinuing implementation; and
  the IA functions staff appraisal system would be incore competences which have been developed and applied with relevant to other professional department s within the Authority a nd could serve as a model of best practice.
Key learning points To improve the performance of the IA f unction there is a need to periodically e valuate the effectiveness of arrangements at the Authority. Through considerat ion against the Code of Practice the fo llowing key learning points were noted:
  role that they can play in staff hegreater weighting should be given to cu satisfaction questionnaires and t stomer training and development;
  recognising the importance of satis allyconsideration should be given to form CPD requirements in the staff fying appraisal framework; and
 output from the Galileo work management system should bethe  of the operational integrated within the dev elopment plan and evaluation of contingency arrangements.
The way forward We will discuss the findings of this re view with officers to agree an act ion plan to address the key issues.
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2 Introduction
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2.1 Background Internal Audit (IA) is part of the Corporate Services Departm ent and is an assurance function that primarily provides an independent and objective opinion to t he organisation on the control environm ent comprising risk management, control and governance by evaluating its effectiveness in achieving the organisations objectives. It objectively examines, evaluates and reports on the adequacy of the control environm ent as a contribution to the proper, economic, efficient and effective use of resources. 2.2 Scope and Objectives Our report follows up the recommendation s from the Audit Commissions earlier report (section 3) and focuses on CIPFAs Audit in Local GovernmentCode of Practice for Internal ng and development (section 4)in respect of staffing, traini and audit strategy (section 5). The standard on staffing, training and development is important as it helps determine whether IA is appropriately staffed in terms of numbers, grades, qualification levels and experience, having regard to its objectives and required standards. The standard on audit strategy is important as it specifies the need for a high level statement of how the internal audit service will be delivered and developed.  
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 2.3 Audit Approach We have undertaken our review based on the standa rds mentioned above as well as identifying progress on recommendations raised by the Audit Commission in 2003/04. Our approach has been to:  discuss and review evidence to support progress on previous recommendations;  review the audit planning proce including the risk methodology and the application of results; ss  review current and future audit plans; and  review staffing levels and mix. 2.4 Acknowledgments We would like to take the opportunity to thank all the officers who supported this study, and s pecifically Neil Hunter and Kathryn Phillips who were the primary cont acts during the course of the work.
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3 Follow up of Audit Commissions Recommendations 2003/04
 
3.1 3.2 
Introduction As part of the 2003/04 audit plan for the Authority a thor ough review of the IA function was completed. This was conducted in order to meet the requirem ents of the Statement of Auditing Standard (SAS) 500.3 issued by the Auditing Practices Board, requiring external auditors to perform an a nnual evaluation of the Internal Audit function and to meet the Audit CommissionsCode of Audit Practiceresponsibilities. Audit Approach 2003/04 The Audit Commissions approach in 2003/04 was to carry out an evaluation assessing the extent to which the IA function complied with the CIPFACode of Practice.The Audit Commission undertook a st ructured  review which covered the following areas:  objectives and scope;  independence;  staffing and training;  relationships;  due care;  planning, controlling and recording;  evaluation of the internal control system;  
  
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 evidence; and  reporting. The Authoritys IA function was given compliance rating ofsatisfactoryinPlanning, Controlling and Recordingas well as Reportingand rated asexcellentinRelationships. made In total 15 recommendations were by the Audit Commission and responses were provided by the Head of Internal Audit and Chief Officer (Audit and Risk) in the action plan developed in reaction to the findings. The implement ation of measures to address these re commendations was reviewed and found to be satisfactory with the except ion items detailed specifica lly in section 3.3. 2003/04 Audit Commission Recommendat ions Outstanding in 2004/05 A recommendation was made regarding the non-return of a udit satisfaction questionnaires. The Audit Commission found that there were inadequate arrangements for identifying and following up questionnair es issued. At the time the Audit Commissions report was drafted, IA stated that this was not an e fficient use of resources. The Authority reports that for 2004/05, 90% of questionnairesreturned scored good or excellent when questioned if the audit was constructive and added value overall. IAs weekly performance report for the week ended 31 March 2005 showed that in year, of the 203 reports completed approximately 63, 31% of cu stomer satisfaction questionnaires had been returned. This is seen as a positive result given that the Au thority is ahead of many core cities in implementing such a system. However, improving the return ra te would aid the function in two ways:   would be more representative of the work undertaken in rtinformation within IAs Annual Audit Repothe performance year; and    
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 as the questionnaires cover a number of technical areas su and accuracy of draft ems as understanding of syst ch report which are fed periodically into the Audit Management Team meetings and aid the identification of training needs, a greater return rate would improve ma nagement information and training decisions. The recently implemented Galileo time recording system h as the ability to generate custom er satisfaction questionnaires for each assignment undertaken and should ease the admini strative burden of issuing and following up customer satisfaction questionnaires.  
Recommendation 1 The Authority should use Galileo as a tool to generate and track customer satisf action questionnaires with the aim of improving the return rate. A greater return rate will im prove managements performance information and aid in the assessment of training needs.
  
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Introduction The CIPFACode of Practice iatelystates that IA should be appropr bers, staffed in terms of num grades, qualification levels and experience, having regard to its objectives and to these st andards. Internal auditors should be properly trained to fulfil their responsibilities and should maintain their profe ssional competence through an appropriate ongoing development programme. Staffing Structure An organisation chart of the current st affing structure can be seen as appendix 2. At present, and as commented on in the Audit Commissions report, the Authoritys IA function is highly qualified. The f unction stands at 25 FTE staff. Of the 25 staff current employed:  14 are CCAB qualified  4 are AAT qualified  1 are IIA qualified  6 IIA trainees As the function is comparatively highly qua lified, the expectation is that the gross cost per net chargeable day would be far higher than other core cities IA functions. The Authorit y has been monitoring relative performance through an agreed series of performance indicators and when compared with other core cities the co st per net chargeable day in 2004/05 of £243 marginally is below the average r eported cost of £246. Anot her indicator reported which gives an approximate indication of the level of experience within an internal audit function is the number of IA days per £1m Net Revenue Charge (NRC) and Housing Revenue Account (HRA). As expected, the outturn for this indicator for 2004/05 reflects the level of experience of the team with Leeds reporting 6.53 IA days per £1m NRC and HRA against an average of 7.51 days.
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4 Staffing, Training and Development