Gary Edward Nelson
Member
- Joined
- Apr 19, 2005
- Messages
- 441
Fully behind you on this Dave. Whilst the cost is obviously an important point, but the principle is vital to any management system. One way to reduce costs may be for a full set of procedures, objectives, targets and trustee/staff roles to be defined by the "Governance" team and this to be audited internally. Without clear direction and a set of 'rules' it is difficult to measure success or otherwise. Though this might not be quite finished yet, some auditing could start and then the audit programme and audit schedule could be continually improved and the management system matures (or is finished).I withdrew my motion, but have been invited to the meeting on 12th November to discuss ways forward, mainly to do with costings - and hopefully not a refusal to look at the more contentious parts of what I think ought to be reviewed.
Reporting should be part of these ground rules as you told us the results of the last audit were not properly communicated, let alone acted upon.
Internal auditors could be appointed from within the membership of the Trust as skills will be out there, or in house as long as the internal auditor is looking at a department they don't work in themselves.
Looking at how we do things needn't be done by someone with full impartiality. BUT... With a proper structure in place and internal checks and balances being undertaken the role of an external auditor would be easier to scope out (and cheaper?) as this would be a matter of auditing the auditor. An external audit with full impartiality goes without saying.
MORE IMPORTANTLY -> THOSE IN CHARGE DON'T HIDE BEHIND COST AND PICK AND CHOOSE WHAT IS AUDITED. Perhaps a risk based approach needs adopting where the elements that have greatest risk to the business are audited fully and more frequently?